How can we use competency models to develop a competency-based training program for supervisors?
Today we will answer a common question, How can we use competency models to develop a competency-based training program for supervisors? Let’s break this question down into 2 parts. The first part relates to how to develop the supervisor’s own skills, and the second is how to coach more effectively. Let’s delve deeper into these concepts.
1) How To Develop Supervisor’s Own Skills
Like any other role, a competency model for supervisors will focus on those tasks they need to perform to achieve their part of the corporate strategy. This likely includes people management and technical/functional tasks/skills. Competency-based learning is where you map learning activities to the entire competency model. You want to do this including activities across the 70-20-10 model (experiential-collaborative-formal). Your Training Program will contain elements of these activities but should enable people to consume ONLY the activities they need to close their skill gaps. For example, if you build a traditional training program, maybe a 1-2 week formal course, and someone is capable in 80% of the tasks/skills being taught, that’s a huge waste of time and money, not to mention the supervisor’s own frustration of being stuck. Instead, create a training program across the 70-20-10 model that is sufficiently granular. This enables people to do only the activities they NEED (to close their skill gaps), meaning you will create not only the best training program, but you’ll make it very MANAGEABLE – you can update any element more easily over time without re-doing the entire program.
2) How To Coach More Effectively
If you are using competency models with the people that the supervisors are supervising, then through active participation in their team’s competency assessment, supervisors will see exactly what skill gaps each team member has. This makes their job SO much easier. No guesswork! They know exactly where (the skill gap) and how to coach (the behaviors in the model). Plus, they can identify task-based mentors so team members can work together to build bench strength. If a Personalized Learning Plan for closing any gaps is automatically generated, it will be hard for a supervisor to say, “listen, I know you have gaps, and here’s a list of activities you can do to close them, but I’m not going to give you time to do that.” Rather, it reinforces a culture of learning and creates an environment that makes it easy to execute.
