Making competencies work – the nuts and bolts of your organisation

nuts and bolts of competencies

Embedding a competency framework across all your assessment processes is another critical step to making your framework come alive. It is surprising how often we find that different processes (e.g., leadership development programmes, 360 degree questionnaires and executive search briefs) adopt different criteria and use language that is not consistent with the core behavioural expectations in the organisation. You may need to: Review your job descriptions to ensure they don’t…

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Bringing your competency framework to life

spring clean competencies

In our last blog post we looked at how to spring clean your competency framework. Once you’ve refreshed and updated it, you can begin to think about where the opportunities are for competencies to show their face in the day to day operation of your organisation. In what ways are competencies visible?  What would you see if a competency framework was really ‘alive’? Competencies can be expressed in any of…

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Time to spring clean your competency framework?

If you already have a competency framework that has been in place for more than a couple of years, it may be in need of a strategic review and see how it’s working for your business. Probably a good first step is to look at how and where your competencies are used and where they can be reinforced.  To help, here’s a list of the reference points and factors for you to bear in…

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The Consumerisation of Talent – hosted by Head Light

In these times of increasing employee choice and the ‘portfolio career’, do we think about the talent in our organisations as consumers?  And do our Managers? Do we segment our workforce to tailor our engagement programs, to develop career and succession plans which reflect their needs, to make feedback, growth and performance conversations a way of life and an offer that appeals to ‘top talent’? Recent research by the Henley Business School…

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Generation Z – Talent Management

Managing Gen Z talent is said to present different challenges from managing other so-called ‘generations’; the career portfolio, a stronger desire for work-life balance, development planning. How does this impact the traditional talent management model? Recent research by the Centre for HR Excellence at Henley Business School, suggests that, despite the shift in the need for a more segmented approach to talent management practices, we’re failing to learn about the…

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Create a Talent Management Strategy: take your business forward

Creating a Talent Management Strategy will give you cohesion and integration of your talent activities, a clear alignment with your business strategy and a common talent language for your people to understand. But typically talent activities grow organically and rarely do we take stock, and look at them as a whole. The key is to understand where you are now, what you need to do going forward to support the…

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Getting managers on board with Talent Management

Meeting HR decision makers at this week’s Learning Technologies exhibition, it’s clear to us that one of the key challenges remains getting line or business managers to play their part in managing and developing talent. The recent Bersin by Deloitte report – Predictions for 2014: Building A Strong Talent Pipeline for The Global Economic Recovery – emphasises the need to move forward and: Replace traditional L&D with ‘integrated capability development’,…

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