Part 1: What Does Your Competency Model Look Like in 2030?
It’s never too early to plan for the future. Having a current competency model for your business is vital. But if you have long-term success in mind, you should have competency models for the future of your business as well.
Building a competency model for the future:
Hiring Employees → Increase Company Membership
Employees must become more valuable and more than just a tool for the organization. Every hire will be looked at as a vital contributing member of the larger team. It will be a more detailed and more collaborative process.
Evaluation → Appraisal
This is a process of determining both company and individual value. What is your employee worth to you and why? What are you worth to them? This should be mutually beneficial. If it’s not, put a plan in place to fix that.
Promotion → Upgrade
Any promotion should be seen as an upgrade for both the individual and the company. Think of it like software. Upgrades provide improved versions of a current program for both user and company. Promotions should work the same way.
Employee Engagement → Total Stakeholder Engagement
To truly engage, you will need to include employees, customers, vendors, partners, universities, etc., in shaping your strategy. The company will be an engaged community; everyone the company interacts with has a contributing and reciprocal part to play.
Technically Competent → Digitally Proficient
More than just competency in standard office software, 2030 requires embracing and thriving in all manners of digital technology. Mobile/web applications, collaboration tools, social networks, and likely, virtual and augmented realities, will be a fact of life. Be more than ready, lead the way.
We must go from conducting business with ethical values to conducting business with actions that benefit society and our communities. Values must become actions; ideas procedures. Everything you do should make a difference.
Objective-Focused Diversity → Embracing Diversity
We must go from striving to meet diversity metrics in our processes to existing personal and professional networks that are already diverse in background, thought, etc. Diversity should be expected and in place, not worked toward.
Judy partners with executives and leadership teams to engage and inspire employees in a way that delivers sustainable strategic results. She brings deep expertise and creative ideas to solve organizational effectiveness issues and closely collaborates in a way that builds internal capabilities. Judy has spent over 25 years consulting in a variety of industries, bringing her expertise in behavior to a wide range of organizational issues including organizational behavior change, leadership, change management, culture and engagement.