Your organization is likely investing thousands in learning programs while your employees still feel unprepared for their roles. The disconnect is staggering: only one in five employees believe they have the skills needed for both their current position and future career growth.
Imagine this: Your organization is growing rapidly, and the pressure to hire top talent has never been higher. Your talent acquisition team and hiring managers are beginning to feel overwhelmed by the hiring process. To make matters worse, there’s no standardized hiring process across departments or teams. Each hiring manager is left to their own devices, relying on inconsistent methods that often come down to gut feelings and unstructured conversations.
Core competencies can be used to translate your company’s values into observable and measurable expectations. You can use core competencies to assess job candidates against your company’s values when making hiring decisions. You can include them in your performance reviews. You can even use them as a guidepost in your learning and development program.
So, you have company values in place. But not everyone seems to know what these values mean. You struggle with finding a way to reinforce them. You have heard that core competencies may be able to help with that. But what are these exactly and how are they different from core values?
Does your company have defined values? Do you find it hard to reinforce these corporate values and encourage your people to live and breathe them? You are not alone.
You have heard the term “Soft Skills.” But what does it mean? How are these skills different than technical skills or competencies? Are these skills easy to learn? How important are these skills?
The number one reason competency projects fail is that people rush to start creating competency profiles for their jobs. They don’t spend the time developing a competency framework or roadmap that they can apply across the entire organization.
Competencies come in all shapes and sizes. Some are good and some are not so good. With the variety and number of competencies on the market, it can be hard to know what good quality competencies look like.
One of the most important decisions you will make as a hiring manager is who to hire. The cost of a bad hire adds up and can be as much as 3.5 times the annual salary for the position that you are trying to hire for. One of the most common tools used in the hiring process is the interview. Unfortunately, many interview processes are full of interview biases that can lead to bad hires, an unfair hiring process, and a lack of diversity in your organization. With over 180+ cognitive biases out there, it can be a real challenge to figure out where to start and how to reduce the impact of interview bias when hiring.
The world of work is changing like never before. As people learn to navigate this new world, certain skills or key competencies have become especially important for both the organization and the individual to succeed.