Competency Management: Nurturing Talents and Attaining Goals!

Competency Management is a systematic process that commences with the formulation of organizational strategy. From this point, the identification of skills needed to achieve institutional goals and objectives takes place. In other words, the accomplishment of macro-objectives relies on the development of individual competencies.

Typically, it unfolds across 3 stages:

  • Mapping competencies;
  • Gap diagnosis (training needs);
  • Skill-building and competency development.

During the mapping phase, the necessary skills for outstanding professional performance are pinpointed. These can relate to function, role, or even a process. This analysis should be comprehensive, considering required technical knowledge, tasks to be performed, tools to be utilized, criteria and conditions, along with desired behavioral competencies.

In this manner, for each position or role within the company, a well-defined set of competencies can be associated, always taking into account team complementarity and alignment with organizational culture. It is also possible to establish performance indicators and targets for teams, aligning expectations for results and performance.

Once the mapping/description of competencies is done, the diagnosis phase takes place, which can involve specific forms, interviews, self-assessment, 180°, 270°, or 360° evaluations, among others. Different weights can also be assigned to each competency. Finally, after identifying gaps, capacity-building and development actions are planned.

It is ideal for these practices to be integrated into other areas of people management, such as recruitment and selection, training and development, performance evaluation, compensation, etc., as they all intertwine with the same methodological principles.

Competency Management is an excellent resource to elevate the standard of people and talent management, achieved through continuous monitoring of professional development. Moreover, it fosters a feedback culture within the company.

Managing individual and collective competencies renders knowledge, skills, and attitudes (KSAs) strategic. In this way, placing individuals at the core of the business, nurturing their talents from hiring and throughout their journey, is part of the strategy to accomplish institutional objectives.

 

Author:

Tainara Schumacher

Project Consultant, Interact Rio Grande do Sul Unit.

 

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