Posts tagged Corporate Strategy
How do I ensure a results-oriented competency model?
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Build the model correctly

A competency model defines what each person in their role needs to be able to do, specifically, in order to perform their part of corporate strategy. If your competency model does that, without extraneous detail, then your competency model will be results-oriented, in fact, tied directly to corporate objectives and needs.

Follow the steps documented here to build a role-based competency model correctly.  

 

At a high level, the competency model tasks describe what someone must do.

The behavioral examples describe how someone must do the task.

 

Include skills of the future

With the pace of change and speed of business, including the incorporation of digitization and artificial intelligence (AI) initiatives, to be truly results-oriented, you need to be looking ahead. What tasks and skills will someone need not just to do their job today, but to make the people, and therefore the organization, competitive tomorrow? These are things like learning agility, critical thinking, data analysis, and influencing.

 

Reflect the organization’s business values

Created models should also reflect business values. The tasks and skills in the model define what that individual needs to do to be successful. If your organization values customer focus above all else, then it is likely that every job in the company will have some skill in their model that reflects internal or customer focus.

 These values might also be reflected in the behavioral examples of many tasks. That is, even a technical task such as “Create software functional specifications” might have examples that describe how to apply customer focus, for example, “Engage cross-functional stakeholders to ensure their needs are being met by the specifications.”

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3 ways to ensure you frustrate and disengage your employees

What’s the sure fire way to frustrate and disengage your employees?

  1. Don’t tell them what they need to do to be successful

  2. Don’t give them the ability to see if they have the skills to accomplish what they need to do

  3. Don’t give them the opportunity to close skill gaps 

In the Deloitte study on Human Capital Trends[1], skill gaps and employee engagement problems are at the top of mind of 87% of the leaders in HR and executive management. Only 14% of L&D leaders believe business leaders view them as strategic partners, with 52% seen as mediocre partners or worse. This is because the skills gap crisis and employee disengagement continue to grow, and leadership doesn’t see Learning & Development as the solution. (Read more in this white paper)

Want to ensure that your business leaders DON’T view you as a strategic partner? Follow these 3 steps.

 

1) Don’t tell them what they need to be successful

A role-based competency model describes what it looks like to be great in each role. It defines the skills required to execute their part of corporate strategy. It’s a roadmap to be great. And it’s never been more important than with the speed of change, the impact of digitization and artificial intelligence on jobs, and the scarcity of good talent. If you don’t want to tell your employees what they need to be successful, don’t create and use a competency model for each role.

 

2) Don’t give them the ability to see if they have the skills to accomplish what they need to do

To make competency modeling actionable, you need to enable people in that role to self-assess against it and identify skills gaps relative to their work. If you don’t want to give your employees the ability to see if they have the skills required for their role, and you don’t want to intrinsically motivate them to bridge their skill gaps, don’t enable them to perform a skills assessment with a skills assessment system/competency assessment system.

 

3) Don’t give them the opportunity to close skill gaps

After people have performed a skills assessment for their job and know what specific skill gaps they have, you need to automate the identification of competency-based learning relevant to their needs, known as personalized learning. This eliminates guesswork. It accelerates learning transfer. It drives behavior change. It creates a culture of learning and learning agility that experts say is the key to sustainable competitive advantage. If you don’t want to give your employees the opportunity to close their job skill gaps, don’t provide a personalized learning plan. Just hope that their managers can coach them up.

 

[1] Bersin by Deloitte. (2015).  Reimagining L&D Capabilities to Drive Continuous Learning

Also found on LInkedIn and ATD

 

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GASP! I just created learning that doesn’t transfer and they can’t get up!

If you create learning that doesn’t transfer, then you too will keep your target audience from “getting up” in skills and business results. By that I mean, no addressing skill gaps, and no improving results.

Why employee disengagement occurs

In a Deloitte study[1], less than 25% of Line Managers believed their Learning & Development (L&D) departments were critical to achieving their business goals. That is not surprising given related findings on learner disengagement. It is cause and effect.

If the employee doesn’t believe that the content is relevant to their job and their needs, they will be disengaged in any learning.

--> If the employee is disengaged in the learning process, then L&D efforts are mitigated – any learning opportunities will have minimal effect.

--> If minimal effect occurs, then skill levels do not improve.

--> If there are no skill level improvements, then business results do not improve.

--> If employees participate in training programs, and positive business results do not follow, then Line Managers are likely to lose faith in the ability of L&D to contribute.

Why does this happen?  It’s a likely scenario when you don’t know what skills people need. You can know you have a skill gap crisis, but if you don’t know what job skills they need, how can you possibly help them develop the right skills?  How can you create content that is relevant to their job?

Even if you know what skills they need, but you can’t measure skill gaps (you don’t actually know where skill gaps exist and have no supporting data), then how can you measure whether skills and business results improve?  That is, how can you measure that the programs you’re providing are closing skills gaps and driving results?

Resolving learner disengagement step 1: Create competency models

First, you create a role-based competency model, which defines the skills required to execute their part of corporate strategy.  In other words, the competency modeling connects skills and strategy.  A competency model describes what it looks like to be great in that role.

Step 2: Create competency-based learning

Next, you develop competency-based learning to increase the likelihood that each person CAN accomplish their goals.  This is where the learning objectives of activities are tied to the specific competency model skills and behaviors. 

Creating competency-based learning ensures the content is relevant to their job.  But remember that if the employee doesn’t believe that the content is relevant to their job AND relevant to their needs, they will be disengaged.  We’ve solved the first problem, now we have to solve the second.

Step 3: Provide competency assessment tools

In order to make content relevant to each person’s needs, you need to enable them to perform a competency assessment in order to identify their specific skill gaps.  And you need to automate the identification of content relevant to their needs, known as personalized learning. 

If you develop competency-based learning and enable personalized learning, you will drive learner engagement and accelerate learning transfer.  And if you’ve got a good competency model, then it will positively impact skills and business results.

What’s more, the aggregated skills data combined with business results over time will let you measure the impact of learning.

Summary

If you ensure that you only create competency-based learning for a role, you will never again create learning that doesn’t transfer.  If you use a competency assessment tool that personalizes learning for each person, you will maximize learner engagement, accelerate learning transfer, and you WILL be able to measure the positive impact on skills and business results.

[1] Bersin by Deloitte. (2015).  Reimagining L&D Capabilities to Drive Continuous Learning.

Also found on LinkedIn.

 

 

News / Events / Blog Posts | SkillDirector
Can we get too detailed in a competency model?

(Question posted by participants in recent webinars)

Of course.  It's easy to get too detailed in a competency model.  If you look at a list of soft skills, I’m sure they would apply to almost every job (written communication, problem solving, teamwork, etc.).  A competency model is what best defines success in this role.  That’s why with a standard competency model, you might start with 40 or 50 skills and you select 20 that are appropriate for this role in your organization. 

Remember that the competency model needs to be actionable.  If you have 50 skills in a model and I have 10 skill gaps, where do I focus?  Narrowing to those tasks/skills that are most critical to success ensures that you can help people focus on where it will make the biggest impact on the organization’s strategy and objectives.

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Why You May Be Responsible For The Disconnect Between Learning & Strategy… And How To Fix It

They say that perception is reality.  What if perception is that your learning department is perceived to have minimal impact on corporate strategy?  According to a recent Deloitte Study, only 14% of the L&D leaders believe business leaders view them as strategic partners.  If that’s the case, who do you think they blame for that perceived reality? You might think it’s not your fault, but is it?

Do you use interview or surveys as your primary form of needs assessment?

Do you use history to determine your class schedule?

If the answer to these questions is yes, you may be contributing to the disconnect between learning and strategy.

When you ask people for their opinion or perception about what training may be needed next year, you’re probably only getting part of the picture, the things each person can think of…the symptoms.

When you use history for needs analysis to create your class schedule, you’re making the assumption that the people who were in those classes were the right people, and that an equal number of people will have the same need, in the same location, next year.

How does any of that connect to corporate strategy?

 

Corporate Strategy

The CEO’s job is to come up with the big picture strategy of what the organization should accomplish in the long-term.  The Chief Operating Officer’s job is to identify how the organization will accomplish these goals, one year at a time.  The COO works with the rest of the organization to determine what each part needs to accomplish to ensure the annual goals are met.  So corporate strategy gets translated from the top so that each person, in each department, has a role they will play to execute it. 

Learning

The role of Talent, Learning & Development is to ensure that people in the organization have the skills to be able to execute their role.  The competency model is the translation of the skills requirements.   

Just as the COO wouldn’t “wing it” without a plan, L&D shouldn’t “wing it” either.  The competency model for each role is the plan, and then you create competency-based learning to increase the likelihood that each person CAN accomplish their goals.  If you don’t know what skills they need, how can you possibly train on the right skills?!

That’s why performing needs analysis without a competency model is so flawed.  How can you possibly know what your audience needs if you don’t know what skills they should have? 

Next, you must map each skill for each role to the learning opportunities you have or need to have, to ensure you have competency-based learning.  This ensures that every learning opportunity you create or maintain has some value as it relates to corporate strategy.  Any learning opportunity that isn’t mapped is waste.  It’s just that simple.

Now, imagine if each person assesses their skills against the competency model for their role.  And each of those skills is mapped to competency-based learning.  The aggregated demand for each learning opportunity would be calculated for you instantly.  

  • No more guessing what to build or buy, or what to offer when and where; you would know exactly who needs what.

  • Budgets, schedules and your development plans can be based upon fact.

  • You have justification to say “no” when someone asks for content to be developed that you know is not required.

And as the skill requirements change, they drive new competency-based learning.

Just as you may be responsible for the disconnect between learning and strategy, you can also be responsible for bringing them together.  Embrace competency models and competency-based learning and you can change both the perception and the reality that your learning department delivers maximum value to the organization.

 

 

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