Tuesday, 23 April 2013

Important Milestone: Competencies for Competitiveness

In a previous post the table below was suggested as a framework to build the competency requirements of the organisation.   

Soft Skills
Company In house Systems and Procedures




Each column needs to be unpacked so that an individual company can select those competencies which are key to its competitiveness.

Some experience and more research have suggested the following “menus”:

Soft Skills
Company in house Systems and Procedures:
Role Specific
Contract Management
Strategic thinking
Enterprise Management
Accounting/ Finance
Compliance Management
Critical thinking
Group Management
Risk Management
Thinking agility
Business Management
Intellectual Property Management
Decision making
Functional Management
Customer Relationship Management
Logistics/  Return Logistics Management
Problem solving
Manage Managers
International Logistics
Financial Management
Manage Others
Statutory Compliance
Marketing Management
Emotional intelligence
Manage Self
End user computing (e.g. Microsoft Office etc.)
Warehouse Management
Self awareness

Procurement and Materials Management

Financial Management

Human Capital Management
Stress management


Presentation / public speaking

Technical writing


Mentoring / coaching 

Active listening



Quality client service

Team work 

Conflict resolution

Networking/ Collaboration

Cross-cultural intelligence

Each business is different: every company maintains and grows its competitiveness in different ways.

Now comes the interesting part:
  • These menus need to be verified in terms of our own organisation. Best recommendation is to workshop. 
  • Copy and paste these menus on to as many separate documents as there are position in the organisation. Then, for each position, tick off the competencies needed and ADD any which have been left out. These additions will most likely be needed under the “Technical” and “Company in house Systems and Procedures” pillars because these tend to be specific to a particular postion (i.e. role specific). There will be blurring between each pillar: this should not be a concern – what is more important is to capture all the competencies for each job under one of the pillars. Some of the competencies listed may need further unpacking (example: Warehouse Management may need to be specified in much more detail). There may well be competencies which have been listed here but which are not required. 
  • The question which needs to be asked during these workshopping sessions is “In order for us to be as competitive as possible, what competencies does each person holding this position need?”
  • In capturing these competencies try to ensure that, as far as possible, requirements do not only reflect the NOW of the position but what it will be in the next TWO TO THREE YEARS.
  • Once all the competencies have been captured for each position, by indicating against each competency the LEVEL (Aware, Basic, Operational, Expert) at which that competency is required for that position, a competency profile for each position is created. 

This is an important milestone: the competency requirements have been objectively established for each position and they reflect our organisation.

Having obtained this vital information about the organisation, we need to find out, in future posts, how it can be used to turn our people into super performers. 

Does a methodology for creating competency hold values for your organisation?

If so, is it worth spending time in developing these?