Skip to main content

Marc Effron's thoughts on Competency Model and my 2 cents :)

This is great article by Mark Effron...a legend and a thinker at the cusp of past and future practices. Please read this article, link HERE.
My 2 cents on his article below- 
Deloitte renamed the Competency Model to Capability Model.
Marc wants it to be crisper and outcome based (evidence means a lot) and calls it Success Model and one typical statement that qualifies all such efforts by people is "win clients for life"!
You call it any model, fact remains behaviors define success and the most important part Marc says is "It sounds like your organization"! and this is the cornerstone of the model...
It is always an #internally #evolved model that defines any organization!
Competencies are ever tested and ever evolving concept for any specific organization. Modern and contemporary leaders who question and challenge teams for next level practices would create new SPECTRUMS of Capabilities, which are in reality an aggregated and targeted effort to create the "difference" to business outcomes by seamlessly (linear/non linear) such differences from tiny processes and functions to create ultimately, those remarkable business OUTCOMES!

And any Competency /Capability Model/Success Model is a PROPRIETARY tool that defines and challenges organization consistently.. #organizationalbehavior #management #leaders #business #differentiation
What is a Spectrum of Competencies?

Spectrum of Competencies:

Spectrums are capability building zones. Individual competencies collectively develop capabilities in the system, process, other areas of competitive advantage. To help describe the spectrum of competency attainment, we define five broad categories of spectrums, ranging from a good fundamental grounding to being a company leader. These spectrums are capability hot-spots, where various model-listed competencies are applied to demonstrate excellence at work to build capabilities for company, as competitive advantage.



Comments

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through

Jim Collins and TV Rao: From HR to CEO!

TV Rao's article in TOI Ascent, Feb 13, had some interesting discussion on 5 levels of HR Managers, based on what they do. I just created my own metrics and placed my descriptions in columns called, "Level of work", Hierarchy level' and "Action proposed". I urge you to look at the Level 5 Definition of Jim Collins and check what is missing at all the levels of HR of TV Rao is, "Leadership". Things will be very different if Leadership is added at all the levels. Refer to link for downloading the file.. https://docs.google.com/file/d/0BwBOW5MTJapWRmIwVVJRdldLcEE/edit Level of work Nature of work Hierarchy level Action proposed Level one HR Bottom rung work HR Administration: documentation, Data gathering, Record keeping and MIS Clerical/Entry level Outsourceable low end work Level two HR Just above the bottom, Coordinator and analyser of mundane data of time and a