Career gold for you in your employer’s talent management process

Career GoldA truly effective competency modeling process doesn’t just serve the needs and purposes of the company or HR department; integrated with a performance management process, it can also include a focus on measurable outcomes and definable behaviors to help you, as an employee, by providing you the information you need to understand:

  1. What is expected of you in your current role – i.e., your performance objectives and scope of accountability
  2. The knowledge and skills you need to strengthen or develop in order to ensure a bright career path – in other words, your potential to grow and succeed within a particular field or company.Career Gold

Too often, employees tend to view performance evaluations as a one-way street; instead, you should view this process as an opportunity to not only increase your output in your current role, but to also build the skillset you need to access those very positions you have set your eyes on for the future.

Become your organization’s “wish list”

Competency models are one of the best tools an organization can give its workforce. We already know that companies invest many resources in developing and implementing talent management programs, typically with the primary objective to optimize their workforce’s performance. In addition to serving this purpose, competency models also support management’s complex task of communicating clear job expectations to employees – an area where too many unfortunately fail. This leads to employees’ low opinion of the usefulness of performance evaluations.

Fortunately, by developing a competency model for your job, management can include “wish lists” of expectations – at every job level and for every role in the organization.  A model allows you to understand what needs to be done to boost your performance in your current role, while providing you with valuable information regarding the skills you need to acquire for career mobility and progression.

Think of a competency model as a checklist of requirements on an application form. A professionally designed model is clear and concise, and always accompanied by a competency dictionary defining the different skills and behaviors, as they apply to the company. It’s easy to see, with such a carefully defined roadmap, how a model can benefit you, as an employee – whether you are looking to hone your skills or acquire new ones.

Take the reins of your performance

To employees, performance reviews often seem like yet another utopian corporate process, but when the right competency models are in place, your career, your future and your skills – all of the elements that define you professionally – are placed at the center of the process, affording you the opportunity to:

  • Assess your own strengths and potential for growth within a field and/or company
  • Increase your self-awareness and natural capabilities
  • Improve your success rate
  • Draw up the map to your ideal career mobility journey

As an added benefit, properly designed competency models allow you to take the reins of your performance by giving you the ability to track and document your own accomplishment, giving insight into how well you have acquired and demonstrated those “wish list” behavioral indicators your employer seeks.

Learn more – “How Can A Job Competency Model Benefit You Personally?”
http://www.workitect.com/Products-and-Licenses/competencydevelo.html

Visit our website for more details about how competency models and other talent management tools can help you forge a path toward an exciting and successful career.

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Modernize and reduce the cost of your workforce planning strategies

Your HR team is tasked with many responsibilities: recruiting, performance management, coaching and training, compensation, succession, etc. But how do these functions tie in to your business goals? In other words: Is your HR department compliance driven, i.e., focused on independently dispensing services such as payroll and benefits, or is it integrated to your high-level business strategy?

According to HR expert Karen O’Leonard, business-integrated organizations have ‘40% lower turnover and more than twice the revenue per employee, as compared with compliance-driven organizations’. Additionally, these companies generate higher employee engagement, higher promotion rates, and superior capabilities in workforce planning, including succession.

The grass isn’t always greener: The benefits of looking inward

In a recent post, we mentioned how recruiting and talent management processes can no longer focus on a company’s immediate staffing needs. The typical idea of posting a job to find a qualified applicant to fill an open position is a passive and ineffective way to build a high-performing workforce. Plus, let’s face it: the recruiting process can quickly become very costly, as it has been shown to generate higher turnover rates.

As a result, more and more employers have been tweaking their workforce planning strategy to focus on developing leaders in house, instead of finding promising free agents on the marketplace. In fact, according to a study on leadership development, companies are now investing 14% more resources in developing leaders than they have in years, with a focus on training high-potential leaders, i.e., those individuals who are critical to a business meeting its goals now and in the future.

Show me – and the world – the money

It’s no secret that most organizations dream of compensating employees strictly based on performance. While this is difficult to implement as most workers seek a secure and steady salary, a business-integrated talent management process can help you allocate your payroll budget wisely by rewarding high performers. In other words, you still hold the power in driving performance… if you know how to show employees ‘what’s in it for them’.

One way to achieve the level of performance you seek is to ensure that your evaluation tools are not only intended for your HR staff to assess employees’ contribution to your organizational success, but also to identify the results these employees need to generate to get what they want: more money and better career mobility. By being transparent in your remuneration and performance evaluation process, you engage employees and set the roadmap to performance.

Case in point

Digital news publication, Quartz, just recently published an article about a social media startup, Buffer, which publishes the salaries of every one of its employees for the public to see. While this strategy is intended to make operations as transparent as possible, it also serves to explain how management calculates an employee’s worth. By creating a transparent formula, Buffer is working to promote long-term engagement with its workforce. And it is difficult to argue that such a transparent map to performance – and higher wages – isn’t likely to convince motivated employees to ‘get to work’.

The journey to self-reliance

Admittedly, changing your HR processes takes time and some level of investment. Yet, the payoff can be quite high – not only in monetary terms with considerable decreases in turnover costs, but also with respect to employee engagement, satisfaction and performance.

As you may know, at the very heart of an effective talent management and leadership development program are competencies and the first step to improving any workforce planning process first entails understanding the skills required for success in each role, and having the ability to accurately assess the strengths, weaknesses and intent of current employees. It’s by bridging that gap between where you are today and where you want to be tomorrow – rather than by filling an immediate void that may not be needed tomorrow – that you achieve success over the long term.

So instead of spending money on non-critical immediate hires, why not invest in training your HR team to better analyze and strategize for future needs?

For further assistance and tips on improving the output of your HR function, please contact us or browse our website for more insights.

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Keeping your Employees Engaged Lies in Their Future, Not Yours

Group of businesspeople having a meeting.According to a Bloomberg article, globally, 161.7 million workers are expected to depart from companies in 2014; that’s a 13% increase from 2012! At this rate, companies who do not take action today may be setting themselves up for extensive HR-related costs down the very short road ahead. For large companies, these costs can even translate to millions of dollars wasted on trying to offset a turnover ratio that could have been minimized with relatively simple practices.

Needless to say, this phenomenon leaves little doubt to the fact that one of the top issues facing organizations, leaders and managers in the New Year is employee retention.

Fulfillment in the workplace

When we hear of employee retention strategies, many first think of ‘engagement’. But what does this mean? How can you ensure you’re truly engaging your employees, and, most importantly, how do you keep that engagement level up week after week, month after month, year after year?

Surely, having engaged employees supports organizational success, at the very least through minimal turnover costs, but keeping employees engaged is no easy task. Essentially, engaged employees are fulfilled employees – i.e., employees who have everything they need to do their job effectively, under good conditions, and who take pride in what they accomplish and in the organization for which they work.

A great indicator of an effectively engaged workforce consists in employees who are not only present in the workplace day after day, but who are also invested in generating positive results for the company – rather than just performing a task in exchange for wages. This is often why small businesses attract spectacular talent, despite a lower salary range. These employees thrive on the challenge ahead, on the contribution they can make to this growing organization. They will often devote many more hours to the job, taking pleasure in knowing that their work will be noticed, rewarded and praised. In other words, they are given the opportunity to make a difference.

Finding ‘success” in succession planning

If you’re a larger size company, granting that level of freedom to all employees may prove to be a challenge, if not impossible. Instead, take a look at the reasons why your employees have chosen to be part of your organization. For many, the opportunity for career advancement is a driving force behind choosing a job within a large organization. If that’s the case, an effective engagement tool could very well be your succession planning system.

Every well-executed succession plan has goals – goals pertaining to change, productivity and costs, for example. These objectives have a far greater chance of coming to fruition with a workforce that is driven by career advancement and professional development. So why not invest in training an entry-level candidate with this passion and drive, instead of hiring a rightly skilled candidate who isn’t all that convinced about what the future holds? When looking at it from this perspective, the secret may lie in defining the right competencies for your organizational goals, instead of focusing strictly on job-specific (or technical) competencies.

The not-so-secret recipe to engagement and retention

There are many factors involved in engaging and retaining driven and talented employees, but begin by considering the following:

  • Do your practices ensure that your employees feel like they are “part of the team”? This means allowing employees the constant opportunity for a voice in the goings on within their department. Keeping them “in the loop,” so to speak.
  • Are your career advancement opportunities and higher-level job expectations clearly defined? Do your employees know what is expected of them to be afforded the chance to grow within your organization, or is it all guess work?
  • Are your employees being valued and recognized for their contribution – not just through a rewards system, but also with simple “thank you’s”?

To keep turnover costs low and retain your best talent, start thinking of your workforce in the same manner you would a personal relationship: Nurture, consider, listen and communicate. And most importantly, don’t ignore their desire to build a future of their own… with you.

To learn more about retention or succession planning strategies, contact us or browse our website for more information.

 

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Implement change through competency models

150x150_logo-no_textLooking back over this past year, it is clear that the topic of change is on everyone’s mind: Where is a given industry heading? Who has to change within the organization to allow it to succeed? And, of course, what elements will indefinitely change and how?

Numerous pundits have published their vision of tomorrow, particularly as the end draws to a close, but is predicting change really the key to success, or are organizations missing the general idea?

Workforce planning: The very definition of success

True organizational success depends on having the right employees with the right competencies at the right time. And this is where the real challenge lies, as being able to assess future needs before change has taken place is a much more crucial step toward success than identifying said change. It’s a simple matter of pro-activity.

Workforce planning is a coordination process, which seeks to identify gaps between the workforce of today and the human capital need for tomorrow. It is one of the most important HR issues being discussed today, as it carries multiple impacts on where a business can improve when done effectively, including:

  • Eliminating surprises
  • Smoothing out business cycles
  • Identifying problems early
  • Preventing problems before they happen

Proper workforce planning provides organizations with a strategic basis for making the right human resource decisions by anticipating needs as a result of change, rather than change itself.

Enabling a culture of change

It is important for organizations to act as enablers of change and organizational improvement in order to remain competitive, regardless of changes in their respective industries. This can be achieved by altering your leaders’ mindset and emphasizing unique abilities, such as:

  • The ability to take initiative
  • Demonstrating of a sense of urgency
  • Persisting in the face of resistance
  • Refusal to accept the status quo

When it comes to planning and implementing change-based competencies, there is great emphasis placed on understanding the difference between what constitutes a forward-thinking competency and general leadership competencies. The difference is often identified in job competency models. Once the distinction is clear, then a true change-focused culture can be implemented to prepare the company for the future.

The future is now

In reality, organizations cannot operate by simply anticipating change. They need to understand that actions must be taken today to be ready to act once change has arrived.

Whether your organization requires assistance in any or all aspects of change within your workforce, we can help. Please visit our website and take the first step into the New Year!

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Competency modeling: Think through the business needs

150x150_logo-no_textCompetency modeling is a mainstream HR management practice that has evolved considerable over the past 30 years, mainly in response to changes in organizations and the workplace.

Although not the objective of this article, it is interesting to understand why competency modeling took hold and became widespread. Of course, personal characteristics are, to many, more interesting than tasks, and insights about outstanding performance are more interesting than those about effective performance. But beyond personal preferences, the success of competency models is that they work well as unifying frameworks for a variety of applications in HR management. A manageable set of personal characteristics can serve as a conceptual framework for selection, assessment, professional development, performance management and other human resources programs.

What’s more, competency models describe emerging and anticipated skill requirements, rather than skills that have been effective in the past, which serves the needs of new or restructuring organizations.

Approach and applications: What’s your style?

If you’re contemplating building a competency model for your organization, you first need to identify the applications of the model (selection, assessment, professional development, performance management, etc.), as well as your business needs and culture in order to determine whether you need to implement a single-job model, a one-size-fits-all approach or a multiple-job model.

a. Single-Job approach

The single-job approach focuses on a single, narrowly defined job that is important to the organization’s success and for which there are at least 10 employees. This model may apply to more than one role, but the jobs covered by the model should have similar responsibilities and performance measures. For instance, this approach would be appropriate for sales representatives, customer service representatives and project managers.

Compared to the other two approaches, the single job approach is more time consuming and expensive to implement. Yet, it also has high face validity and high credibility with jobholders and their managers. The model provides a recipe for superior performance, and the specific behavioral descriptions are useful when developing training programs.

b. One-Size-Fits-All approach

The One-Size-Fits-All approach is typically applied to a broadly defined set of jobs that may have very different responsibilities and knowledge requirements, but share the same level, such as managers, associates or senior leaders. It serves to send a clear and simple message about the personal characteristics and skills that the organization considers to be important.

The competencies of this model are often described in general terms that are not job specific. As a result, employees may not feel that it applies well to their particular role. Yet, this approach is particularly appropriate when management wants to promote alignment with vision, values and strategy, with little complexity or when the budget for developing competency models is limited.

c. Multiple Jobs approach

In the Multiple Jobs approach, competency models are developed simultaneously for a set of jobs (e.g., all professional jobs in marketing; all R&D jobs, or all the job in a small organization).

To ensure consistency among the models, it is crucial to first identify a set of building block competencies from which each competency model will be constructed. One source of building block competencies is a generic competency dictionary, which is then adapted to fit the organization’s language and culture. These dictionaries typically focus on non-technical competencies so if the competency models need to include technical skills and knowledge, as is often the case, a set of relevant technical skill/knowledge competencies can be identified with the help of subject matter experts.

This approach is appropriate when HR staff plan to apply the competency models for career planning and succession planning, which involve matching employee assessments to the requirements of multiple jobs. One advantage is that the models cover many jobs in an organization, thus achieving a broad impact. Plus, the building block competencies can become a common conceptual framework for the requirements of different jobs and from which HR can develop a training curriculum and other developmental experiences applicable across jobs.

The right tools

Regardless of the approach or application of your model(s), you need to acquire the right tools to get you started. As previously mentioned, generic competency dictionaries are indeed a crucial tool for creating a framework of competencies within a job role or level. Furthermore, they allow the organization to build and implement integrated talent management systems.

Beyond the dictionaries, you may also want to look into acquiring competency development manuals, eDeveloper, 360° survey instruments and interview guides. Many of these tools can be purchased or licensed, and can prove to be indispensable to your modeling process.

To learn more about competency modeling steps, customizing a dictionary to your needs, or the tools that can further assist you in the process, click here: http://www.workitect.com/Products-and-Licenses/index.html

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Competency models: Key to motivation and success?

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It’s a rather natural response for employees to become either curious or suspicious – or a healthy combination of both – when a new project or job role is created in an organization. While some may see it as an opportunity to possibly transition to a higher role, or at least one that appears more in line with their goals, others may fear for their own usefulness within the organization, particularly if they do not receive sufficient or adequate feedback on their performance.

Yet, when employees are given the transparency needed to understand a new project, where their level of involvement lies, and what the potential benefits of this project are to them and to the company, it becomes easier to turn ‘cautious optimism’ into support. After all, without adoption of a project by your workforce there can be no successful outcomes.

Job competency models are great tools to help companies become more transparent in their communications, allow employees to fulfill their own professional aspirations, and drive growth and development. In return, what you see is an increased level of motivation and higher performance ratios… if done right.

Skip the guessing games

Wouldn’t it be nice to skip the guessing games and know exactly what you need to do to be successful at work? Another key benefit that job competency models provide to employees consists in clear job requirements.

Competencies indeed serve to outline the key skills needed to perform at a high level within a job role, thus creating realistic expectations for your employees. For example, the role of a manager can be rather broad and complex, depending on the industry, but a well-developed and customized competency model provides this employee with explicit objectives within the context of your organization and industry, in addition to the skills required to excel in this role.

The road to career mobility

In addition to providing a road map to performance within each job role, a competency model allows your employees to understand what they need to access other positions within your organization, which in turns fosters motivation, performance, growth and development, not to mention greater collaboration and support.

What’s more, HR and managers are better equipped to provide useful performance assessments, as such a level of transparency allows everyone to understand performance evaluation criteria. The result is a clear impetus for professional growth and overall success.

These are of course only but a few examples of how a tailored competency model can work to improve your overall performance and employee satisfaction. You can learn more about the benefits of a competency-based talent management process by visiting the consulting section of our website (http://www.workitect.com/Consulting/competency-based.html), or by contacting us for an initial consultation.

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Looking ahead to a year of professional development

150x150_logo-no_textAs 2013 comes to a close, most companies have begun assessing their strengths, weaknesses and opportunities for growth and improvement. Most reports that have so far been published indicate that professional development is likely to be a primary focus for many organizations.

This shouldn’t come as a surprise. Companies have gotten used to adapting to emerging technologies and an incessantly growing set of tools for every facet of business management. Yet, for a few years now, it seems this environment has led to the neglect of professional development, to the benefit of new recruits who bring new skill sets to the workplace. While this may sound like a great impetus for innovation, it also comes at a high cost.

As a result and out of a need to maintain – and hopefully reduce – costs to remain competitive, organizations are now refocusing their efforts in preparation of this important resurgence of renewed competencies and skills.

Defining the right competencies for now and the future

The first step to improving any talent management process entails acknowledging that an effective model requires both a clear understanding of the competencies required for success in each role, and an accurate assessment of the strengths and weaknesses of current employees.

As businesses change, grow, adapt and evolve, employees must follow the course. Superior performers drive superior results, and that in itself is what defines professional development. But because objectives are revised regularly, skills and competencies must also be reassessed and restructured.

How to fill the gaps and avoid excessive turnover costs

Once a company has identified the job skills that are lacking and those that are in abundance, the question inadvertently leans toward how to effectively fill in the gaps. An organization can choose to recruit new employees with the ‘lacking’ skills, or identify high performers who can acquire these skills. Both solutions carry implicit costs but to choose the most cost-efficient for your situation, you need current and well-developed competency models.

Job competency models serve to determine the skills that your employees must possess to perform to your expectations – and beyond. It is only once you have clearly listed these skills, knowledge and personal characteristics that you can truly evaluate your needs, and choose the solution (recruiting vs. coaching) that best fits your organizational goals and budget.

Furthermore, with competency models in place (granted they are maintained and kept up to date), you can better plan your succession and performance/compensation programs in order to attract, develop and retain top performers, and eventually achieve your objectives in terms of sales, productivity and profits.

Building models and producing superior results

One of the best starting point to building effective competencies models and improving performance is through professional development – i.e., by attending seminars or workshops.

Yet, there’s an important learning and acceptance curve, and several factors to consider before embarking on the competency journey – factors that can make or break your best efforts. We invite you to browse through our Consulting section to read more about competency models, or contact us for a consultation.

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Gaining executive sponsors for competency modeling

150x150_logo-no_textTimes are hard, and businesses continue to look for ways to minimize costs. That’s not news. But how can HR improve and support organizational growth if no case is made as to the true benefits of building, implementing and expending talent management processes?

Prior to diving into any substantial project, such as a competency model, you most likely must seek executive and/or board support, initially for the general concept, then later for the project plan itself. Whether or not you’ve tried before, you probably already know that there are tangible challenges to gaining your board’s full backing of a theoretical, long-term HR project. It’s one thing to gain their understanding for this ‘nice to have’ concept, but entirely another to obtain the official green light when it comes to the specifics dealing with time, money and additional resources.

Step up and take a seat at the table

In this age of predominantly electronic communications, if you’re looking to plead your case for a competency model, we recommend avoiding the risks associated with the telephone game by speaking face-to-face with the people who have the authority to sign off on your project.

Don’t rely on lengthy reports and emails, which may easily be discarded and if possible, bypass mid-level management who must then represent you to a higher tier without truly understanding the benefits of your project.

Focusing on the big picture for broader support

Once you’ve been granted some time to present your project, make sure you’re thoroughly prepared. There are two very important things to consider:

  • Know and understand your organization/sponsor’s needs, objectives and concerns
  • Know and understand how your project can meet those needs and objectives, and address those concerns

Remember, what you ‘want’ and what you ‘need’ are two very different things. Addressing a need is far more effective than filling a ‘want’. Your sponsor might want to see improvement within a specific area of the organization, while what they need is in fact a competency model to find the right worker to create that outcome. For instance, if your company is seriously aching over a department that has experienced a substantial downturn in sales, be fully aware of why, and present facts and figures as to how a competency model would help bring about positive change. It is your job, as HR professional, to understand your company’s most pressing needs, and to present your project as the ideal solution.

Focus, focus, focus: Gathering the right insights

There are many business reasons for developing a competency model: talent and performance management, succession planning, training and development, recruiting, etc. You’ll have much better results if you demonstrate the value of your competency modeling project by providing case studies, insights and data that are appropriate for your company’s current challenges, than if you dilute your message by listing all of the benefits of models.

Remember to focus on how this project can help move the company closer to its goals and overcome its challenges, instead of talking about how HR wishes to improve its internal processes. Your project must be in-line with company objectives, and not just HR objectives – that is a crucial difference that will help you in the sponsorship process.

Research, tools and support

As HR professional, it is your responsibility to communicate with sponsors not just to obtain their support for your project, but also to build and maintain solid relationships throughout the process.

For additional tips to help you build a case for your model, click here. Module 1 of our Building Competency Models workshop addresses business needs to help you gain your board’s support and choose the best approach for your organization.

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Avoiding the Bad & the Ugly with Competency Modeling

150x150_logo-no_textDo you know what makes for a successful competency model? It’s not so much the broader basics, such as having the right behavioral descriptors or meeting the needs of key users – although these initial thoughts are valid and important. Instead, to truly work toward maximizing the return on your HR investment, you must first consider the relationship between business needs and where a competency framework makes sense.

The nature of your business

What exactly defines the “bad” and “ugly” of competency model building? Essentially, it is the downward spiral that occurs in the very beginning stage, when users do not understand or take into account the nature of the intended application – the factors that shape the data collection and analysis.

For example, for a project to construct a competency model for new staff accountants working in a personal tax sector of a CPA firm, you know the competency model would need to be incorporated within a personal tax training program. When done correctly from the start, only then can adoption and real results take shape.

As a result, aligning competencies within the context of your business is an essential first step, and there are many best practices you can follow. Here are three great examples:

  1. Identify the most critical competencies by avoiding exhaustive lists and by keeping models smaller, thus more manageable.
     
    Try sticking with fewer than 14 competencies to help you maintain organizational focus. Include technical or functional competencies to specifically address the job skills that define superior performance based on your organization’s culture and vision. Anything beyond that becomes a greater challenge to manage, especially in times of performance reviews.
  2. Remember the consequences of having too many irons in the fire.
     
    This is never a good habit to follow, but it is particularly true when it comes to competency modeling. Instead, integrate your competency models into your existing recruiting and talent management processes in order to avoid having to manage a series of silos.
  3. Think of brand competency modeling as a strategic business initiative.
     
    Think beyond your HR function, and position your competency models as strategic initiatives necessary to the success of your organization. Remember that employees are the advocates and sounding board for establishing competencies that make sense on the job. Don’t neglect any feedback.

The solution, not the problem

When you position competency models as business solutions, instead of yet another HR process, they certainly seem far less “ugly”. And by keeping competencies focused on the areas of greatest interest for your organization’s success, the ROI of your competency models can only be increased.

If you wish to learn more on how to connect competencies with your business strategies, browse our website for more tips and tools, or let us come to you to help you build and implement the right model for your business.

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Getting Specific with Behavioral Descriptors

Book - OpenIf you’ve ever used or researched competency models, you probably know that their value is essentially measured with regard to their behavioral descriptors. In other words, the more accurate the descriptors to the roles, functions, objectives and culture, the more value the model has for the organization.

Although these indicators can certainly be – and often times are – adapted from a generic competency dictionary, it’s important to remember that when a job role requires specific abilities, then behavioral descriptors must also be highly customized for the model to have any bearing to the recruiting, retention, management and success processes.

Identifying a superior performer within a specific role

Behavioral descriptors indicate patterns considered to be contributory to superior performance in a given job role. As such, a competency’s definition represents an ability or trait, while the behavioral descriptor indicates the way in which that ability or trait is demonstrated.

For example, let’s say your organization is looking to fill a sales role. In that environment, the competency named “interpersonal awareness” is therefore of great relevance. This is defined as having the ability to notice, interpret, and address customer concerns and feelings. Behavioral indicators for this type of competency that make the most hypothetical sense would include:

  • Thorough understanding of the interests and concerns of the customer
  • Ability to anticipate how the customer will react to a given situation
  • Pro-activity to address customer concerns before they are even voiced (at which point, you have most often reached a critical moment in the customer’s “non-buying” decision)

In light of this example, you can now see why it’s important to equip your HR or managerial professionals with these precise descriptors in order to successfully recruit, evaluate or even train the right candidate for this sales role using competency models, as a generic competency – in our example, “interpersonal awareness” – may not speak as clearly of superior performance to a recruiter or manager as would our bullet points defining this competency.

Turning generic into specific

Whenever a competency is used, particularly when sourcing from a generic document, it is generally defined. But the work of developing competencies doesn’t stop there. These behavioral descriptors must be customized with respect to the role, the organization and the industry.

It is of course very important for an organization that is new to competency modeling to begin the process of developing competency models and indicators with the use of a competency dictionary license. Yet, it’s as important – if not more – to then know how to tailor this information to your needs in order to generate considerable value from such an approach.

As a starting point to companies who are new to competency modeling, Workitect offers a dictionary containing a full list of competency and descriptor options, but we also provide support and training to help you further customize this information accordingly. Throughout the year, we hold a variety of workshops around the country to bring you the tools and educational material required to make truly valuable use of your dictionary. Companies in cost-control mode or those requiring a high level of customization may also be interested in our on-site consulting and training sessions. Our consultants travel to your office, at your convenience, to teach your teams all that they need to know to build, implement, and assess their competency models and talent management processes.

Click here if you’re interested to learn more about our workshops, or here to read more about our competency dictionary.

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