For organizations to succeed in today's competitive and complex environment, employees at all levels need to develop and demonstrate "the personal capabilities, underlying characteristics and behaviors that drive superior performance at work." Since their introduction two decades ago, competency models and competency-based HRM and HRD processes have become the 'best practice' foundation of high-quality business focused HR for thousands of international business and public sector organizations.
Competencies have stood the test of time - and are now the required approach for organizations seeking to integrate their HR practice with the strategic and operational needs of the organization. ITAP offer extensive experience, expertise and international capability for organizations seeking to develop, extend and apply competencies across the full range of mission-critical HRM, HRD and OD processes.
In particular - our experience and expertise on the international stage means we can offer valuable insight and design input to our clients around the difficult issues of designing competency and leadership models that are appropriate, valid and operational across cultures and geographic borders.
Our offering includes a powerful and unique set of competency software tools that support competency model research and development, broad ranging individual competency-based assessment, and individual and job competency profiling.
Making Competencies Work
Competency Research and DevelopmentUsing best in class processes, ITAP:
- Develops competency models with leveled behavioral indicators
- Updates, and/or validates existing models
- Globalizes models
Creating Job Family Competency ModelsCompanies that have a wide variety of job titles often find there are just a few actual job families. ITAP can help define those jobs that are related enough to fit into "job families." Then the development of competency models is easier to manage and less expensive.
Creating Themed Competency ModelsRather than provide competency models for entire organizations, ITAP recommends a focus on mission critical positions, such as leadership, call center agents, sales professionals, and global branding themes. Investing in defining effective and exemplar behavior in just a few of these areas creates the opportunity for a significant return on investment.
If it is possible to define the behaviors that create exemplary employees, and you can create a model to codify that, you can promote those who "have it," hire those who "have it," train those who don't have it on how to "have it," compensate those who exhibit behaviors aligned against the model ... thus drive your organization to achieve a higher level of success.
By supporting your competency design and implementation projects, ITAP can help your organization across key HR processes such as:
Recruitment & Selection
- Getting the role specification right and designing a recruitment process that attracts the right candidates
- Designing and supporting assessment & selection processes that identify, quantify and differentiate the capabilities of good candidates
- Design and delivery of 'Behavioral' interview techniques, which independent research indicates are significantly more effective at predicting success in role than conventional interviewing
- Consolidating and analyzing assessor analysis to ensure full and detailed feedback against the needs of the role, of critical importance particularly for internal promotion selection processes
- Training internal assessors in the process skills necessary for effective, high-quality and non-discriminatory selection
- Reduce staff turnover
- Reduce recruitment costs
- Reduce training costs
- Improve new staff productivity
- Improve long-term performance
- Improve the return on training & development investment
- Integrating competencies into existing or new performance management processes
- Designing or integrating with 360° or other multi-rater processes
- Validating, calibrating and assuring the quality of performance management process output
- Creating effective links between capability, performance and compensation
- Improve the accuracy, consistency and reliability of performance data, within cultures and across multiple cultures for international organizations
- Capture and integrate behavioral measures with quantitative measures of performance
- Improve the performance and capability development output from your process,
- Accurately target rewards and incentives effectively across the international business environment
Training & Development
- Identifying training & development needs accurately and methodically across key behavioral and technical competencies
- Enabling accurate 'gap analysis' between the capability of the individual and the requirements of current or future roles
- Facilitating reality-based assessment and valuable feedback through 'critical incident' focus
- Identifying and quantifying T&D needs across teams, functions, locations and organizations, translating into comprehensive T&D plans
- Radically improve the accuracy of T&D needs analysis
- Deliver comprehensive T&D plans for individuals, teams, functions, organizations
- Create T&D processes that identify and deliver the most effective interventions, sensitive to the cultural norms of international staff
- Radically improve the return on T&D investment and build the 'human capital' of the organization
Succession Planning and Capability Mapping
- Building succession-planning processes that focus on and deliver the competencies the organization needs for its current and future roles, not to match job-descriptions and boxes on organization charts that will be out-of-date by the time the position is available
- Enabling the identification and accessibility of competency anywhere in the organization, when the it is needed: ITAP's 'Real Time Succession'© process
- Enabling organizations to build accurate 'maps' of capability across teams, functions, business units, locations, countries and regions
- Identify the capabilities the organization needs for its future, not its past
- Quantify and analyze capability gaps at organization level, against the strategic requirements of the business, internationally
- Identify capability surpluses that can be utilized in other parts of the organization
Assessment Center Design & Delivery
- Designing and building assessment center processes that can be delivered on flexible platforms
- as events, in modular form, in 'virtual' form, in self-assessment formats, in tight or extended time-scales
- Utilizing behavioral-event assessment focused against competency-based role profiles, in selection and / or development scenarios
- Ensuring accurate and appropriate use of psychometrics, capability measures and other methodologies
- Ensuring effective assessor training and consistent evaluation of capability
- Delivering design that ensures applicability and fair assessment across multiple cultures
- Significantly improve the credibility of assessment feedback
- Develop Assessment processes that are genuinely effective across multiple cultures - not just in the home-country of the organization - so that the international strategic needs of the business can be met
- Enable flexible delivery that engages individuals and delivers the information and capability the organization needs
For more information on the applications ITAP uses in our competency work, click here to go the Competency Tools page, where you will find more information on the Competency Transcriptor, the Competency Profiler, and the Competency Assessor.
For practical examples of the impact of ITAP's original ideas in competency model development and implementation globally - click here to read the originating article 'A Futures Market for Competencies' - describing the process in action at the Chase Manhattan Bank, and here to read 'Competencies Calling: Starting at the Top with the Avon Board' describing major projects with Avon Products Inc in the UK and Europe.
For a clear explanation and application of a methodology for calculating the financial return on investment of competency interventions - click here to read the article 'Demonstrating the bottom-line impact of HR: A competencies case-study'.