Optimized Competency Management

© Development Dimensions International, Inc., 2015 All rights reserved.
Optimized Competency
Management

Leveraging contemporary
business drivers with aligned
competencies has never been
more important.

Without business alignment
or consistency in your talent
processes, you are putting
your organization’s success
at risk.

But, how do you ensure
alignment and consistency?

Implement
well-defined
competencies born
out of business
requirements.

Competencies can be used as
a metric against which all
individuals can be selected,
developed and evaluated
fairly and consistently, when
implemented properly.

Follow these 3 steps as
you approach competency
management to ensure
your competencies will be
aligned with business
priorities and relevant to
each person’s role level.

1. Set a clear
line of sight from
strategy to
capabilities and
contributions of
individuals.

Start by identifying the future-
focused business challenges
and consider the needs of all
stakeholders.

Avoid creating a
fragmented
competency
management plan
with questionable
relevance and
value.

When your design plans are
fragmented and too tactical,
users won’t understand the
“what’s in it for me” and your
competency management plan
will…

• Lack integration with talent
programs.
• Be misaligned with business and
cultural strategies.
• Convey unclear messages within
your talent management systems.
• Fail to drive talent growth.

TAKE ACTION
Creating a clear line of
sight allows employees
to understand the
implications of the
organization's strategy
on their roles and how
their expected behaviors
impact business goals.

2. Accelerate
the adoption of
competencies.

1. Communicate to all stakeholders.
2. Integrate competencies into your talent
management systems.
3. Establish an engaging way to orient
users to—and reinforce buy-in for—the
competency model.
4. Train employees and managers to use
competencies.
5. Measure impact!

Avoid creating
haphazard
application and
stakeholder apathy.

Many organizations:
• Struggle to embed a competency
management model into their integrated
talent strategy.
• Fail to communicate the value or purpose of
competencies.
• Create competency descriptions that are
hard to understand and use .
• Have users who lack the skills to apply
competencies when managing talent.

TAKE ACTION
By gaining stakeholder
buy-in you will ensure your
competency models drive
business and cultural
strategies and employees
see a connection between
their capabilities,
performance and success.

3. Embrace the
value of
competencies
as a business
success
enabler.

1. Create and maintain enthusiasm through
communications after the launch.
2. Anticipate and address the challenges of
applying competencies before they occur.
3. Establish accountabilities to help design
talent management systems that support
the model.
4. Identify methods to evaluate the impact of
competency applications on business and
talent outcomes.

Avoid missing the
opportunity to
evaluate impact
and respond to
business changes.

Many organizations fail to:
• Establish ownership or accountability to
support competency applications.
• Evaluate what is working or make
appropriate changes.
• Use an agile model with the ability to stay
ahead of business changes.
• Provide insights that identify talent gaps or
shortages.

TAKE ACTION
By embracing the value of
competencies, you can
quickly adapt the
competency model when
new challenges arise and
keep talent management
systems in sync with these
changes over time.

Follow these 3 steps
when implementing
your competency
management model
and you will have the
answers to key
business strategy
questions such as…

Do we have the talent needed to win
in the marketplace and sustain long-
term growth?
What competencies (at all levels) are
critical, but in short supply?
What competencies and other
attributes are not well-assessed
or developed by our current talent
management processes?

Learn more:
Competency
Management at
Its Most
Competent

Optimized Competency Management

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