Building your organization around your customers
competency gap management
e consequence of poor alignment is visible on thebottom line: lagging business results.
e obstacles thatgot the organization there, are not always obvious.Stakeholders have fragments of the solution. Hencestep one in pro-founds’ competency gap analysis is athorough assessment of the expectations, experiences& perceptions stakeholders hold.
is involves indepth interviews with customers, front line employeesand other relevant stakeholders.
e depiction of theirperceptions will provide your organization with a mapto prioritize improvement e
orts & competences.
Build an organization that understands andis able to act upon the customers’expectations.
e neglected gap
A valuable but often neglected exercise is to use theinput acquired from key stakeholders and compare itto strategic objectives. To what extend are thesealigned with what your customers actually expect from your organization? You will get an answer on why customers are doing business with you. Banal as thissounds, it might not necessarily be commonknowledge for frontline sta
. Yet they’re expected todeliver upon these parameters every day.
e fact thatthey have an opportunity to learn from their customers what to prioritize, is a unique selling proposition.Often the results of the analysis hold a few surprisesfor management too. More often than not weexperienced that an organization adjusts strategy orparts of the strategy based upon a stakeholder analysis.
Getting it right
e next question in the equation is whatcompetencies are needed in order to live up tocustomer expectations? And what are the consequencesfor the organization? Understanding the impact on theorganization will lead to a strong wish to reﬁne andredeﬁne existing functions, roles and responsibilities.At this point a thorough mapping of existingcompetencies is required. Either for the entire team, orfor speciﬁc roles. While mapping, the focus should beon objectivity and comparability.Comparing the existing map with the neededcompetencies will enable the organization to identify gaps.
e lacking competencies will have to berecruited, others can be acquired by training and/orsolved by optimizing the utilization of existingcompetencies in an organization. Typically sta
will greet a competency gap analysis with reservations but once the process is running,attitudes tend to change and people are enthusiastic.Often they too instinctively feel the lack of alignmentor experience the consequences: unsatisﬁed customers.Changes due to a competency gap analysis are directly linked to stakeholders experiences and perceptions andtherefore relevant.
e result? An organization thatunderstands and can act upon the customers’expectations.
at will help your bottom line!
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NGAGE, is a freenewsletter targetedat HR professionals& practitioners. It isour ambition toinspire and provokeradical thinking.
pro:foundpro:found is a hybridconsultancy agency.We’re linking humandevelopment & communications.Instead of consentto traditionalfunctionaldifferences, wecross pollinate tools,models, processes,insights andexperiences toachieve the bestpossible results inengaging people.Pat MayThomasHeintzelmann
e reason for an organization (or parts of the organization) not living up to performance expectations often is poor alignment between strategy, peoples' e
orts and customers' expectations.Competency gap management helps you improving performance.