When you have a role that is pretty unique to your organization, or the nature of how your organization executes a function is what drives your competitive advantage, a standard capability framework may not suffice.
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Do you know what skills you have in your organization? Did you know that Sam in finance actually designs websites for his kids’ sports teams in his spare time? It may sound obvious, but knowing what skills your employees currently have, and at what levels of proficiency, is the essential first step in skill planning for the future.
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The purpose of data visualization is to help make people aware of a situation and motivate them to take action. It is a way of influencing people to support your recommendations. It is much more compelling to tell the story and let your audience draw conclusions than if you make recommendations.
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How can you get the organization to change? You add a skill to every role’s competency model that demonstrates what innovation looks like to them.
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Experience does not equal competence. Experience equals merely experience. That’s someone who has done something for a long time… not necessarily well.
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A competency model is a list of all the skills that someone in a particular role needs to do at a target level in order to be successful in that role. Some people call a competency model as a “capability framework” or “skills rubric”.
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This is the power of competency models and a competency assessment (because you have to have the honest skills data).
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What if you, as the new hire, had a way of reviewing all those expectations and best practices early on, so you could eliminate the fear, uncertainty, and doubt that leads to the statistics above? That’s what competency models bring to onboarding.
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