TeleDevelopment

Call Center and BPO Support Services

Credit Corp. Competency Analysis

Team Leader E ectiveness

• Based on TeleDevelopment’s Training and Recruitment Database, the key

factors that stand out as critical for what is deemed an effective and
capable Team Leader are –

Leading Change

Leading People
TEAM LEADER
EFFECTIVENESS
Results Orientation

Building Coalitions
ff
Team Leader E ectiveness

• In the recent survey conducted in FACTOR DEFINITION RATING RANK

Credit Corp., LEADING PEOPLE
came out as the most critical
factor the organization expects
among its Team Leaders, followed
by LEADING CHANGE.
• RESULTS ORIENTATION,
The ability to bring about strategic
Leading change, both within and outside
2.00 2
Change the organization, to meet
organizational goals.
The ability to provide an inclusive
Leading
workplace that fosters the
development of others, facilitates 1.67 1
People
cooperation and teamwork and
resolution of con icts.

meanwhile, came out as 3rd in The ability to make decisions that

produce high-quality results by
priority with a rating of 2.73 which Results
Orientation
applying technical knowledge, 2.73 3
analyzing problems, and
straddles between “important” calculating risks.
and “somewhat important”.
The ability to build coalitions
Building internally and with other agencies,
4.83 4
• The BUILDING COALITIONS factor Coalitions institutions and organizations to
achieve common goals.
was deemed “not important” and
came out as 4th in priority with a
rating of 4.83.

• These ratings are re ective of the

culture and context of leadership
within the organization.
fl
fl
ff
Team Leader E ectiveness

• For the LEADING PEOPLE factor, the associated competencies relate to

knowledge and skills in providing an inclusive workplace that fosters the
development of others, facilitating cooperation and teamwork as well as
resolving con icts.

Fostering an inclusive workplace where

diversity and individual differences are valued
Leveraging Diversity and leveraged to achieve the vision and
mission of the organization.

Encouraging creative tension and differences

Con ict Management of opinions, while anticipating and taking steps
to prevent counte productive confrontations.

Developing the ability of others to perform and

contribute to the organization by providing
Developing Others ongoing feedback and opportunities to learn
through formal and informal methods.

Inspiring and fostering team commitment,

spirit, pride, and trust while facilitating
Team Building cooperation and motivating team members to
accomplish group goals.
fl
r­
fl
ff
Team Leader E ectiveness

• Of the 4 competencies associated FACTOR DEFINITION % RANK

WITHIN
RANK
OVERALL

with the LEADING PEOPLE factor, Fostering an inclusive workplace

61% of respondents selected Leveraging
Diversity
TEAM BUILDING as the dimension
team leaders in the organization
are in most need of development. Con ict
Management
• 57% of respondents, meanwhile,
said that in this factor,
DEVELOPING OTHERS is another Developing
Others
where diversity and individual
differences are valued and 18% 4 13
leveraged to achieve the vision
and mission of the organization.
Encouraging creative tension and
differences of opinions, while
anticipating and taking steps to 39% 3 5
prevent counte productive
confrontations.
Developing the ability of others to
perform and contribute to the
organization by providing ongoing
feedback and opportunities to
57% 2 3

dimension team leaders in the learn through formal and informal

methods.
organization are in most need of Inspiring and fostering team
development. Team
commitment, spirit, pride, and trust
while facilitating cooperation and 61% 1 2
Building
motivating team members to
accomplish group goals.
• Only 18% of respondents feel that
LEVERAGING DIVERSITY needs to
be developed among organization
team leaders – this also indicates
that the competency may not be
expected to be demonstrated.
fl
r­
ff
Team Leader E ectiveness

• For the LEADING CHANGE factor, the associated competencies relate to

knowledge and skills in bringing about strategic change, both within and
outside the organization, to meet organizational goals.

Developing new insights into situations,

Creativity and
questioning conventional approaches, and
Innovation encouraging new ideas and innovations.

Keeping up to date on policies and trends that

External Awareness affect the organization and shape
stakeholders' views.

Openness to change and new information and

Flexibility rapidly adapting to new information, changing
conditions, or unexpected obstacles.

Dealing effectively with pressure; remaining

Resilience optimistic and persistent, even under adversity,
and recovering quickly from setbacks.

Formulating objectives and priorities, and

Strategic Thinking implementing plans consistent with the long-
term interests of the organization.
-­
-­
ff
Team Leader E ectiveness

• Of the 5 competencies associated FACTOR DEFINITION % RANK

WITHIN
RANK
OVERALL

with the LEADING CHANGE factor, Developing new insights into

64% of respondents selected Creativity
and
situations, questioning
conventional approaches, and 39% 2 5
STRATEGIC THINKING as the Innovation encouraging new ideas and
innovations.
dimension team leaders in the
organization are in most need of External
Keeping up to date on policies
and trends that affect the
11% 5 17
development. Awareness organization and shape
stakeholders' views.

• However, the 11% response rate to Openness to change and new

information and rapidly adapting to
EXTERNAL AWARENESS Flexibility new information, changing
conditions, or unexpected
32% 3 10

indicates that respondents might obstacles.

be referring to the planning Dealing effectively with pressure;

component of strategic thinking Resilience
remaining optimistic and
persistent, even under adversity, 21% 4 11
instead of forecasting and and recovering quickly from
setbacks.
competitive strategies.
Formulating objectives and
Strategic priorities, and implementing plans
• FLEXIBILITY and CREATIVITY/ Thinking consistent with the long-term
interests of the organization.
64% 1 1

INNOVATION were also selected

by 32% and 39% of respondents
as development opportunities for
team leaders.
-­
-­
ff
Team Leader E ectiveness

• For the RESULTS ORIENTATION factor, the associated competencies

relate to knowledge and skills in making decisions that produce high-
quality results by applying technical knowledge, analyzing problems,
and calculating risks.

Holding self and others accountable for quality,

Accountability timely, and cos effective results.

Anticipating and meeting the needs of both

Customer Service internal and external customers.

Making wel -informed, effective, and timely

Decisiveness decisions, even when data are limited or
solutions produce unpleasant consequences.

Positioning the organization for future success

Entrepreneurship by identifying new opportunities.

Identifying and analyzing problems; weighing

Problem Solving relevance and accuracy of information; and
generating and evaluating solutions.
l­
t­
ff
Team Leader E ectiveness

• Of the 5 competencies associated FACTOR DEFINITION % RANK

WITHIN
RANK
OVERALL

with the RESULT ORIENTATION

factor, 43% of respondents Accountability
Holding self and others
accountable for quality, timely, and 21% 2 11
selected PROBLEM SOLVING as cos effective results.

the dimension team leaders in the

organization are in most need of Customer
Anticipating and meeting the
needs of both internal and external 7% 5 18
development. Service
customers.

• This is followed by 21% and 19% Making wel -informed, effective,

and timely decisions, even when
of respondents saying that Decisiveness data are limited or solutions
produce unpleasant
18% 3 13

ACCOUNTABILITY and consequences.

DECISIVENESS are also

development opportunities for Entrepreneurship
Positioning the organization for
future success by identifying new 14% 4 15
team leaders. opportunities.

• Only 7% of respondents indicated Problem

that CUSTOMER SERVICE as an
Identifying and analyzing
problems; weighing relevance and
Solving
accuracy of information; and
generating and evaluating
43% 1 4

area for development of team solutions.

leaders – suggesting that the

dimension is a relative strength
currently.
t­
l­
ff
Team Leader E ectiveness

• For the BUILDING COALITIONS factor, the associated competencies

relate to knowledge and skills in building productive relationships
internally and with other agencies, institutions and organizations to
achieve common goals.

Developing networks and building alliances;

collaborating across boundaries to building
Partnering strategic relationships and achieve common
goals.

Persuading others by building consensus

In uencing/
through give and take; gaining cooperation to
Negotiating obtain information and accomplish goals.

Making clear and convincing oral

Communication presentations, listening effectively; clarifying
information as needed.

Treating others with courtesy, sensitivity, and

respect, considering and responding
Interpersonal Skills appropriately to the needs and feelings of
people in different situations.
fl
ff
Team Leader E ectiveness

• Of the 4 competencies associated FACTOR DEFINITION % RANK

WITHIN
RANK
OVERALL

with the BUILDING COALITIONS Developing networks and building

factor, 39% of respondents Partnering
alliances; collaborating across
boundaries to building strategic 14% 4 15
selected INTERPERSONAL relationships and achieve common
goals.
SKILLS as the dimension team
leaders in the organization are in In uencing/
Persuading others by building
consensus through give and take;
36% 2 8
most need of development. Negotiating gaining cooperation to obtain
information and accomplish goals.

• This is followed by an equal Making clear and convincing oral

36%response rate for Communication presentations, listening effectively;
clarifying information as needed.
36% 2 8

INFLUENCING/NEGOTIATING and
COMMUNICATION – also
development opportunities for
team leaders.
Treating others with courtesy,
sensitivity, and respect,
Interpersonal considering and responding
39% 1 5
Skills appropriately to the needs and
feelings of people in different
situations.

• Only 14% of respondents

indicated that PARTNERING is an
area for development among team
leaders – suggesting that the
dimension is a relative strength
currently or is not deemed critical
to the organization at this point.
fl
ff
Team Leader E ectiveness
• The factor deemed most critical for Credit Corp. FACTOR RANK COMPETENCIES RANK

was LEADING PEOPLE – and 3 of the 4 Leveraging Diversity 13

competencies associated to this factor were Leading Con ict Management 5

1
identi ed as development areas for team leaders. People Developing Others 3

Team Building 2
• Team Leaders appear to have relative strength in Creativity and Innovation 5
the competencies associated with the LEADING
External Awareness 17
CHANGE factor, though 2 of the 5 competencies Leading
here are among the top 10 development 2 Flexibility 10
Change
opportunities of team leaders. Resilience 11

Strategic Thinking 1

• A similar behaviour can be observed in RESULT Accountability 11

ORIENTATION where the PROBLEM SOLVING Customer Service 18
competency (1 out of 5) was identi ed as a Results
3 Decisiveness 13
development opportunity for team leaders. Orientation
Entrepreneurship 15

• Although the BUILDING COALITIONS factor was Problem Solving 4

ranked 4th in terms of critical skills team leaders Partnering 15

must have, 3 of the competencies associated Building In uencing/Negotiating 8

4
with the factor are among the top 10 development Coalitions Communication 8
opportunities of team leaders. Interpersonal Skills 5

• The competencies EXTERNAL AWARENESS,

CUSTOMER SERVICE, ENTREPRENEURSHIP and
PARTNERING could be strengths of team leaders
or competencies currently not expected of the
role within the organization.
fl
fl
fi
ff
fi
 Competency Alignment
LATERAL THINKING PROFESSIONALISM
EMOTIONAL ACCOUNTABILITY JUDGMENT AND
COMPETENCIES AND PROBLEM COMMUNICATION TEAM DEVELOPMENT AND SELF- CHANGE COACHING TRAINING
INTELLIGENCE AND PERFORMANCE CRITICAL THINKING
SOLVING DEVELOPMENT

Leveraging
Diversity

Con ict
Management

Developing
Others

Team Building

Creativity and
Innovation

External
Awareness

Flexibility

Resilience

Strategic
Thinking

Accountability

Customer
Service

Decisiveness

Entrepreneurship

Problem Solving

Partnering

In uencing/
Negotiating

Communication

Interpersonal
Skills
fl
fl
Recommendations

• Of the top 10 development opportunities of team leaders within Credit

Corp., the following programs are recommended –

Strategic • Performance • Communication

Management Communication Fundamentals
Thinking

• Competency Analysis
Interpersonal • Situational Leadership
Developing
Skills Others • Coaching Works

• Working With Others

Creativity and
Team Building • Creativity and Innovation
• Building Effective Teams Innovation

• Problem Solving and

• Stakeholder Analysis
Decision Making
Problem Solving Partnering
• Effective Partnerships
• Lateral Thinking

In uencing/ • Effective Negotiating

Con ict • Managing Con ict
Negotiating Management
fl
fl
fl