3m leadership competency
3M's Leadership Competency Model: An Internally Developed Solution
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133
3M'S LEADERSHIP COMPETENCY MODEL: AN
INTERNALLY DEVELOPED SOLUTION
Margaret E. Alldredge and Kevin J. Nilan
This article describes the development of an executive-level global competency model at 3M.
The work on this model was completed in partnership with the company’s top executives and a global team of in-house professionals. The competency model itself consists of 12 competencies and generalizable behavioral anchors for each competency. The applications for the work include the assessment of the level of readiness of candidates for the company’s top 500 global positions, development of incumbent executives, and improved objectivity in the placement of future leaders. The article concludes by outlining some key lessons learned from this ongoing work. © 2000 John Wiley & Sons, Inc.
Introduction
During the last 20 years, the tumultuous, global business climate has challenged human resource professionals to help organizations survive and even flourish in the face of constant pressure to change. Markets emerge, enlarge, or disappear with ever increasing speed. Competition in areas of new product development, information management, manufacturing capacity, and sourcing is genuinely global. Technological changes have radically altered how organizations deal with their business, creating increased pressure for speed and the capability of the information technology infrastructure. For many companies, traditional competitive advantages for numerous products have virtually evaporated. What remains constant is the differentiation achievable through the skills and contributions of the employees of an organization. This dif-
ferentiation can be unleashed or inhibited by the behavior of the organization’s leaders.
The structural changes taking place in business have impacted very directly the individual differences or capabilities needed by executives and managers. As stewards of succession
•
133
3M'S LEADERSHIP COMPETENCY MODEL: AN
INTERNALLY DEVELOPED SOLUTION
Margaret E. Alldredge and Kevin J. Nilan
This article describes the development of an executive-level global competency model at 3M.
The work on this model was completed in partnership with the company’s top executives and a global team of in-house professionals. The competency model itself consists of 12 competencies and generalizable behavioral anchors for each competency. The applications for the work include the assessment of the level of readiness of candidates for the company’s top 500 global positions, development of incumbent executives, and improved objectivity in the placement of future leaders. The article concludes by outlining some key lessons learned from this ongoing work. © 2000 John Wiley & Sons, Inc.
Introduction
During the last 20 years, the tumultuous, global business climate has challenged human resource professionals to help organizations survive and even flourish in the face of constant pressure to change. Markets emerge, enlarge, or disappear with ever increasing speed. Competition in areas of new product development, information management, manufacturing capacity, and sourcing is genuinely global. Technological changes have radically altered how organizations deal with their business, creating increased pressure for speed and the capability of the information technology infrastructure. For many companies, traditional competitive advantages for numerous products have virtually evaporated. What remains constant is the differentiation achievable through the skills and contributions of the employees of an organization. This dif-
ferentiation can be unleashed or inhibited by the behavior of the organization’s leaders.
The structural changes taking place in business have impacted very directly the individual differences or capabilities needed by executives and managers. As stewards of succession