THE NEED FOR TALENT
In a growing economy or in a down economy, there is always a need for employees at all levels to be fully competent and motivated. Global competition, rapidly changing technology, and increasing customer expectations are demanding more of our organizations and the people within them. In addition, our educational systems appear to not be producing enough prospective employees with the right skills and knowledge needed by business. It is clear that the top performing organizations of the future will have a sound strategy and competent and talented “human resources” who are committed to the goals of the organization.
What are the implications for you as a member of the workforce? There is a way for you to impact several extremely important parts of your work life—your everyday job performance, the relationships with your co-workers, bosses, subordinates and preparedness for other roles and careers. You can do this by enhancing and developing core competencies, abilities, capabilities, etc. There are many ways to do this.
- By practicing the competency
- Obtaining feedback
- Learning from experts
- Coaching from others
- Setting development goals
- Utilizing learning resources, such as books, courses, seminars, and e-learning program
If the word “competency” is not yet a familiar one in your organization, it probably will be within the near future. More and more organizations are developing job competency models, “blueprints” of jobs that list the skills, knowledge, attitudes, motives, etc. that characterize superior performance. These models have a variety of uses, one being a guide for employee development.
Why are job competency modeling popular? Because they are developed by studying what superior performers actually do on a job, rather than relying on theories of what people “think” constitutes superior performance. In other words, they are practical, “real world” and based on fact—not subjectivity. They can also identify the competencies that every incumbent must possess to survive in a position, i.e. the “threshold” competencies that lead to average performance. But the really key contribution is to identify the few competencies that differentiate superior performance from average performance. With this information, organizations can change their human resource processes to select, develop and reward superior performers – which leads directly to increased sales and productivity, reduced costs and the achievement of the organization’s strategic and tactical objectives.
For example, if an organization can pinpoint the competencies demonstrated by their top sales people (e.g. the top 20% who produce 80% of the revenue), it can substantially increase sales by selecting and developing a sales force with the appropriate competencies.
As individuals, most of us strive for superior performance, motivated by the desire to