Success Stories

Role Profiling

Sports Apparel Retailer

When this company expanded its sports category offerings, it required managers and associates to align themselves by sports category in addition to having functional, geographical, and business unit accountability. The complexity of the reporting relationships and shared responsibilities led the company to ask Cambria to help clarify role differences as well as competencies for key leaders and individual contributors.

Cambria provided side-by-side role definitions and competencies among jobs that shared similar attributes. This allowed the company to think more strategically about deploying its talent pool, enabling the company to avoid much of the confusion that invariably follows re-engineering or reorganization and to place people in roles that best suited their experience and skills.

Japanese Bank – US Division

Cambria developed comprehensive role profiles and competencies for this bank’s IT organization, which had completely redefined its strategy and value proposition, moving to a more leveraged service delivery model. These role profiles — which included new critical responsibilities and activities, performance metrics, technical skill requirements, behavioral competencies, and personal characteristics needed for top performance — led to redefined expectations across the entire organization. This work was critical to defining career paths for professionals coming into the department and facilitating professional and management development at all levels.

After the bank acquired another bank with headquarters in the US, the role profiles were extended to the other organization, enabling more effective cross-organizational staffing and clarity of requirements across the entire IT function.

Retail and Commercial Bank

One of Canada’s premier banks needed to take a more aggressive posture regarding its commercial and retail customers in order to compete successfully with its larger competitor. One of its core competencies as an organization was its branch banking system; however, one liability of this far-flung franchise included the lack of consistency in job requirements and performance standards and the difficulty of sourcing people throughout the retail bank for staffing purposes.

Cambria developed a series of job models as the basis for an organization-wide staffing process. Although the bank had a wealth of information about technical knowledge and skill requirements, it did not understand the knowledge, skills, and attributes that distinguished the best performers in these jobs from the rest. Together, Cambria and the bank created role profiles for twenty key positions in the retail, commercial, and administrative banks.

Subsequently, the bank was able to extend role profiling to wider variety of jobs, assess internal and external candidates for each job, and determine appropriate job/person matches. In addition to its original application to external hiring and internal staffing, it is the foundation for training and development, performance management, and career development programs.

Consumer Products Company

A well-known consumer brands company had strong manufacturing and marketing capability but no direct contact with their customers – the stores that sold their products. As a practical matter, it made more sense at the time to integrate the company vertically by acquiring its independently-owned distributors with all of their customer-facing employees. This required people in management positions to realign their priorities and re-think the roles that they needed to play in support of the new business model.

To create the new role profiles, the company identified exemplars in 25 leadership roles who were already in sync with the new customer-facing strategy. With their input, Cambria developed profiles for each key job title to set expectations for the rest of the company’s employees. The overall architecture that evolved from these profiles – key responsibilities, performance expectations, and competency requirements – was integrated into selection criteria and hiring strategies, performance management, talent management, and training and career development.