To thrive, organizations need to take the time to define the competency profiles needed for success across all roles. By describing it, you can measure it and make better hires, onboard people, manage their performance, and help them to learn and to grow while navigating their own career paths.
As the world of work continues to evolve, providing employees with the learning opportunities and helping them to develop the skills they need to succeed has become even more important. A key anchor for any learning and development program is competencies. Competencies define those essential behaviours people need to succeed.
Does your company have defined values? Do you find it hard to reinforce these values and encourage your people to live and breathe them?
One common mistake that people make is they try to identify the competency or skill profiles for the entire organization at the same time. We recommend starting with a pilot group so that you can tailor the process to your needs and optimize it as you go.
So, you have decided to define the key competencies or skills needed for successful performance across your different roles. Now, you are wondering what you should do with your leadership roles because leaders often require a completely different skill set than those technical experts or specialists.
Are you wondering about what competency profiling/competency mapping method to use or who to involve or how to go about validating competencies or even when you should be updating them?
Do you have questions about competency profiles and competency profiling? Like, what does an example competency profile look like, and what is competency profiling? or What’s the difference between a job description and competencies? or How can competency profiles be used?
There are four main types of competencies that can be used to describe successful job performance for your jobs.
Are you looking for a way to organize your jobs? What about a way to arrange your career streams and career paths? Or how about a way to make competency profiling (i.e., identifying the key behaviours in your jobs) easier? Then look no further than job families.
Too often, organizations have vision and value statements that sound nice but have no real meaning. For example, “We value team spirit” or “We put the client first” or “Integrity above all else.” What do these statements mean exactly? How do I know if I am acting with integrity or promoting team spirit? What does that look like?