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NGAGE, newsletter about human development

NGAGE, newsletter about human development

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Published by patmay
In this issue of NGAGE you can read about competency gap management and what you can get out of this, about community recruiting and about leadership team development. Happy reading.
In this issue of NGAGE you can read about competency gap management and what you can get out of this, about community recruiting and about leadership team development. Happy reading.

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Published by: patmay on Apr 16, 2008
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06/16/2009

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1
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
ff 
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
ff 
. 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
ff 
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!
N
GAGE/01
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 NGAGE 
NGAGE, is a freenewsletter targetedat HR professionals& practitioners. It isour ambition toinspire and provokeradical thinking.
Unsubscribe
 You can unsubscribeby sending an emailtotkh@pro-found.dk .
 ABOUT
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 
  ff  
orts and customers' expectations.Competency gap management helps you improving performance.
Continue reading page 2 www.pro-found.dk 
 
2
"What keeps a lot of organizations from assessmentslike the CGM is a general tendency of over-complicating things", says
omas Heintzelmann,owner of pro:found.
"At the time an organization was established, all re-sources were carefully considered and aligned with themarket situation. With time passing, the marketchanges and so do customer expectations.
 
at'stypically why organizations loose momentum with as aconsequence lagging sales results and poor retention. Together with customers like Lego and Vestas we havedeveloped the CGM model: a simple model to align your organization and bring it in synch with what themarket demands. On the one hand side we mapcustomers' expectations and on the other hand side weassess the organizations' competencies. Linking thesemaps, will show you where the gaps are and what to doto solve them and bring momentum back."But both Lego and Vestas have experienced that aCGM can do more. "Our competency analysis aresecond to none. When people are hired, they areassessed to see whether they match the position they are hired for. Taking this a level further, gives you asolid access to the true potential of your people.Knowing your customers' expectations and unleashingthe full potential of your sta
ff 
will provide betterresults. It's that simple."
Keep it simple
competency gap management
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Inductionprogram
The secret of givinga new staff membera flying start and anexcellent firstimpression is a welldesigned inductionprogram. As a minimum yourprogram shouldinclude: A corporatewelcomepackage send tothe home address14 days beforethe newemployee starts; Assign a buddyor sponsor to thenew employee -typically a moreexperiencedcolleague - to geta great start;Easy accessiblemanuals andguidelines for thekey applicationsyour newemployee willwork with;Handoverdocumentationconcerningimportantagreements withpartners,customers andotherstakeholders; An introduction tocareer planningand performancemanagement.NGAGE readers canget the full checklistfor free. Mail totkh@pro-found.dkWe can build yoursfrom scratch or cangive your existingprogram a brush up.
@f  
!  
nd  
"You have to kiss a lot of frogs before you find your handsome prince".
is is also true for traditional recruitment processes: it takes a lot of candidatesbefore you find mr. or mrs. right.
 
ere are two winners: you and the chosen one.
 
ere are a lot more 'losers', who all investedtime and energy.
 
e recruiting community increases the amount of winners.
 
e generalidea is to share a process with multiple (three tofive) organizations looking for a more or lesssimilar profile.
Why kiss a frog if you can leap frog?
recruitment communities
 Traditional vs. community recruitment:
In a community recruitment process, thereare a lot more winners!
Continued from page 1Compared to traditional recruitment we can identify a fesolid advantages:
the search will attract more candidates,
there are more possibilities for matching on both sides,
there will be a lesser amount of disappointed candidates,
the recruiters' job is more complex but also more givingand
there are some interesting financial incentives for allparties involved. www.pro-found.dk 

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