Competency model

People as a key resource for competitive advantage

“(...)The rules for work are changing. We’re being judged by a new yardstick: not just by how smart we are,

or by our training and expertise, but also by how well we handle ourselves and each other. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted. (...) The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness. (...)”. (Daniel Goleman, Working with Emotional Intelligence; Italian edition: Lavorare con l’intelligenza emotiva, Rizzoli, 1998). 

The current economic situation prompts organizations to deeply reconsider the way they “think about themselves”. A thorough analysis of processes and roles, of the organizational and business model as well as

of management tools is increasingly urgent. The best performance stems from the competitive edge linked to internal know-how, to the competencies and talents that have been nurtured and developed over time. This is why today business growth and success are based on the ability to scout out such distinctive competencies, train them and keep them up and running in time. This is why today the competency model is the foundation of every human resource management process.

We support our clients in detecting the key competencies within the organization and designing their own competency model in a strategic perspective. 

Key objectives of the Competency Model:

It is STRATEGIC, i.e. geared to strengthening the connection between employee behaviour and business strategy implementation. It also aims to describe what is necessary for the company to be successful, today and tomorrow.

It is PURPOSEFUL, i.e. simple and not overcrowded with competencies, in order to focus employees on really critical/distinctive competencies. Behaviours must be expressed with growing complexity levels.

It is INTEGRATED, i.e. designed with the management’s support, in order to become a key tool for all functions and applicable to the different HR programmes (e.g. selection, training and development, performance management) in order to promote consistency.

Advantages of the Competency Model:

For the general management: it defines a common language to discuss talent, helps employees understand and enact the right behaviours to support business needs.

For managers: it provides the tools to manage employees and can be used as a tool to convey expectations,

it enables them to “train” staff, both in their current roles and in other roles within the organization.

For employees: it clarifies expectations by clearly stating the organization’s values and focuses energy

and efforts, ensures that evaluation is consistent and carried out across the board.

For the human resource function: it provides a common talent management platform, promotes consistent communication of expectations, improves the ability to differentiate compensation based on performance.