Growth! Productivity! This is the season for a changed focus on personal enrichment and skill development. Additionally, the potential of all that these things bring, including an abundance in revenue streams, innovative ideas, and increasing bottom lines. To capitalize on the focus on growth and productivity and its impact on employees, it might not be such a bad idea and time to turn the HR focus to a competency development tool.
Great employees are always attentive to new learnings and expanding the horizon of their skill sets, and there indeed is no better time than the “now” to provide the resources employees require to increase their value addition to the company.
You’re probably familiar with the phrase ‘what gets measured gets done.’ Defining and measuring effectiveness, especially the performance of workers, is a critical part of your job as a manager.
The question really is:
- How do you define the behaviors, skills and attitudes that are required by workers to perform their roles effectually?
- How does one know whether workers are qualified for the job?
- This brings us to the question: how do you know what is needed to be measured?
Formal education is considered a reliable measure by some, whereas some opine of on-the-job training with years of experience.
Additionally, people also argue that the key to effective work behavior lies in personal characteristics. All of these might be significant, but none guarantee that individuals will perform to the standards and levels expected and required by the organization. A more comprehensive approach is to connect individual performance to the goals of the business. In order to ensure this, many corporations use ‘competencies’ or integrated attributes, knowledge, judgment and skills that people require to effectively perform a job.
The real number of competencies an organization may select to integrate into its competency development tool differs widely from one organization to another. Some examples of competencies most organizations might use would be the likes of problem solving, business acumen, interaction with others, emotional stability, work ethic, to name a few. Notice that they are a blend of both skills such as “Business Acumen” and behaviors such as “Work Ethic” and “Emotional Stability”.
How can you structurally streamline the set of practices needed for effective performance? You can do this by adding a competency development tool and framework to your talent management program. A competency framework defines the attributes, knowledge, judgment and skills needed for and by people within an organization in each job role. Each distinct role will have its own set of competencies required to perform the work successfully. To ensure the tool and framework is essentially used as needed, it is imperative that it is made relevant to the people who’ll be using it, indirectly and eventually allowing them to take ownership of it.
Creating a competency development tool is an effective method to assess, maintain, and monitor the knowledge, skills, and attributes of people in your organization. The tool facilitates the measurement of existing competency levels to ensure your staff members have the needed knowhow required for value addition to the business. It also aids managers in making informed decisions about retention, talent recruitment, and the eventual succession strategies; enabling you to budget and formulate plans for the training and development needed by the corporation.