In our first blog about competency model evaluation and development, we laid out some ideas for helping leaders shift their perception from the near to long-term. This second installment provides tangible steps so those leaders can begin applying those concepts right away.
Define your current hiring process and make no assumptions. Write out the details of the search, the resume selection, interview process and any outside services your employee used during the hunt. It’s much easier to get where you want to go when you know where you are.
Talk to current managers and top performers to identify skills and behaviors that are most appreciated and valued in the company. Define the behaviors and metrics that illustrate the competencies you’re looking for. Be as specific as possible, not general.
Research the market and industry you currently work in, and any you can foresee the company working in at some future date. Look at the skills and behaviors expected in your industry.
Define the behaviors that demonstrate the competencies you are looking for at each level within the organization of different departments. What do you expect from an entry level member, middle management, and executive level? These traits should be gaining value as they go.
Identify all the people and organizations your company interacts with. Include employees, customers, vendors, partners, board members, and anyone with any influence in, or by, the company. These are all relationships you need to understand.
Make sure you, or someone in your technology department, is constantly researching future technologies that could benefit or impact your industry. Know what’s coming and either be ahead of it, or be part of it.
Think locally and globally. What can your company do to help your community? Start small and then build. Do more than offer good jobs in your area. Give back in every way possible. Stretch your impact beyond your neighborhood whenever you can.
Understand that diversity is more than a word. It is truly a requirement, as well as an amazing opportunity. Hire from different communities. Join different organizations that challenge your way of thinking . Encourage your employees to join business-related groups that widen their perspectives. Make sure you and your people are as involved as possible.
What’s the message here? Clearly, it is 'do more'. Do more than you have to, and do more than you want to. You should always be working toward the future.
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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.