nt position. Competencies and values also need to be considered as oftentimes the competencies that make one successful in their current role are not adequate for the jump to the next level. How many times have you seen top performing sales reps. fail when they are promoted to manager? It happens all the time. (I know this is at a lower level than this specific discussion, but is a relevant example as it happens at all levels within organizations.) Each role in a company has it's own set of competencies, and there is a need to identify the competencies that are required at the next level and compare them to the competencies of the candidates being considered for succession to determine where their strengths and opportunities to grow are. Once the growth opportunities are identified, specific training can be implemented to improve in those competencies in order for the candidate to move into the new role.
For instance, Confronting Direct Reports, Managerial Courage, Directing Others, and Informing are all competencies that can be identified from your second point.
In your third point the competencies would be Managing and Measuring Work, Managing Through Systems etc.
As a part of employee retention meetings, a couple keys to higher retention rates that high potentials share which must be capitalized on, are the need to be challenged and encouraged to grow, and the need for meaningful work.…
r age, gender etc.
Employers wants high performers. High performance at work is not a factor of age. High performance at work is a combination of technical skills, behavioural competencies and motivation.
ALL recruiters and hiring managers should focus on these three components of a person they are interviewing and not their age.…
idated to survive the economic downturn, this smaller workforce will become normalized. I'm curious to see if companies reinvest in internal competencies and talent when the economy swings back.
Charles, just to clarify a bit, I don't believe that lack of competencies are driving outsourcing, but rather that outsourcing is driving lack of competencies... not sure how pertinent that distinction is, but thought I would mention it.…
stories gets the offer. Your strategy cuts to the chase and gets both parties focused on the business at hand. Just curious how you do your matching between the candidate and the job description.
I occasionally coach folks in job transition and use a job competency schema to assist in framing their job search. They first go through a brief 10 minute exercise to determine their personal competency model. The exercise helps them get their mind around the importance of knowing their strengths. From there, I show them how to determine which competencies are the most critical for the position, based on a step-by-step deconstruction of the job description. Ideally, there is a strong match between the two.
I was just wondering if your system was competency-based or some version thereof. Thanks.
Mitch Byers, author of InterviewRX and SalaryNegotiationsRX