When competencies and associated ways of doing the work are unclear or no longer appropriate, we engage our clients in identifying new leadership requirements and competencies that are clearly aligned with the business strategy. Competency models are a fundamental feature of any talent management strategy because they serve to signal to everyone in the organization what skills, knowledge and experiences are required to be successful. When our clients feel that their competencies are unclear or no longer appropriate, we engage them in identifying new leadership requirements and competencies that are clearly aligned with the business strategy. In order to do this we combine custom competency modeling approaches with leveraging our existing bank of leadership competencies.
Example: A global pharmaceutical firm was looking to deploy a new Talent System for its 2,000-member Marketing division, with a new competency model upon which to build its assessment and feedback processes. We conducted a rigorous validation process that enabled the core team to reduce an initial competency model of 20 competencies and 80 dimensions to 6 competencies and 28 dimensions. We also helped the Core Team apply the new model to a variety of elements in the Talent System including assessment, onboarding, and career planning.