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You are welcome!
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| Posts: 16 | Location: North Little Rock, AR | Registered: 29 November 2005 |  |
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quote: Originally posted by RMA:
Before you identify the core competencies you may want to identify managements’ results value chain and what is expected from the management team. If you know want results you are trying to achieve then you can identify the required competencies. Results drive an organization.
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Bonnie - I'd like to second what RMA has posted. Having just helped a large (60 billion dollar) client through the process of linking competencies to results (outcomes) and tying it all back into an integrated talent strategy including success profiles and succession planning, I wished every step of the way that we had started from a clear performance analysis that defined the performance chain and valuable outcomes. Unfortunately, the competencies had already been developed. The great thing about this approach is that outcomes are far more easily measured than competencies and as Boom (or Boom's mentor)says, "If it's important, it's worth measuring." Good luck with your project. Mason mason@ppg-us.com
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I don't disagree with RMA and Mason, and in fact am involved in a project right now to assess the role of first line supervision in our organization. We are starting from scracth - building a model of the ideal, we will do a GAP analysis of our incumbents, benchmark with other organizations and eventually develop our competency model. Whew! But I have also, when time and money was short, borrowed a competency model that is already established (PDI) and applied it to our needs. You can make it work when you need to.
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| Posts: 16 | Location: North Little Rock, AR | Registered: 29 November 2005 | |
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| Posts: 80 | Location: Tampa Bay Area -- FL | Registered: 21 July 2005 | |
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