April 16, 2008


pro:found pro:found is a hybrid consultancy agency. We’re linking human development & communications. Instead of consent to traditional functional differences, we cross pollinate tools, models, processes, insights and experiences to achieve the best possible results in engaging people.

Building your organization around your customers
competency gap management
e reason for an organization (or parts of the organization) not living up to performance expectations often is poor alignment between strategy, peoples' efforts and customers' expectations. Competency gap management helps you improving performance.
e consequence of poor alignment is visible on the bottom line: lagging business results. e obstacles that got the organization there, are not always obvious. Stakeholders have fragments of the solution. Hence step one in pro-founds’ competency gap analysis is a thorough assessment of the expectations, experiences & perceptions stakeholders hold. is involves in depth interviews with customers, front line employees and other relevant stakeholders. e depiction of their perceptions will provide your organization with a map to prioritize improvement efforts & competences. Getting it right e next question in the equation is what competencies are needed in order to live up to customer expectations? And what are the consequences for the organization? Understanding the impact on the organization will lead to a strong wish to refine and redefine existing functions, roles and responsibilities. At this point a thorough mapping of existing competencies is required. Either for the entire team, or for specific roles. While mapping, the focus should be on objectivity and comparability.   Comparing the existing map with the needed competencies will enable the organization to identify gaps. e lacking competencies will have to be recruited, others can be acquired by training and/or solved by optimizing the utilization of existing competencies in an organization. Typically staff 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 alignment or experience the consequences: unsatisfied customers. Changes due to a competency gap analysis are directly linked to stakeholders experiences and perceptions and therefore relevant. e result? An organization that understands and can act upon the customers’ expectations. at will help your bottom line!

Thomas Heintzelmann

Build an organization that understands and is able to act upon the customers’ expectations.
e neglected gap A valuable but often neglected exercise is to use the input acquired from key stakeholders and compare it to strategic objectives. To what extend are these aligned with what your customers actually expect from your organization? You will get an answer on why customers are doing business with you. Banal as this sounds, it might not necessarily be common knowledge for frontline staff. Yet they’re expected to deliver upon these parameters every day. e fact that they 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 surprises for management too. More often than not we experienced that an organization adjusts strategy or parts of the strategy based upon a stakeholder analysis.

Pat May

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NGAGE April 16, 2008

Induction program
The secret of giving a new staff member a flying start and an excellent first impression is a well designed induction program. As a minimum your program should include: • A corporate welcome package send to the home address 14 days before the new employee starts; • Assign a buddy or sponsor to the new employee typically a more experienced colleague - to get a great start; • Easy accessible manuals and guidelines for the key applications your new employee will work with; • Handover documentation concerning important agreements with partners, customers and other stakeholders; • An introduction to career planning and performance management. NGAGE readers can get the full checklist for free. Mail to tkh@pro-found.dk We can build yours from scratch or can give your existing program a brush up.

Keep it simple

competency gap management
"What keeps a lot of organizations from assessments like the CGM is a general tendency of overcomplicating things", says omas Heintzelmann, owner of pro:found.
"At the time an organization was established, all resources were carefully considered and aligned with the market situation. With time passing, the market changes and so do customer expectations. at's typically why organizations loose momentum with as a consequence lagging sales results and poor retention. Together with customers like Lego and Vestas we have developed the CGM model: a simple model to align your organization and bring it in synch with what the market demands. On the one hand side we map

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customers' expectations and on the other hand side we assess the organizations' competencies. Linking these maps, will show you where the gaps are and what to do to solve them and bring momentum back." But both Lego and Vestas have experienced that a CGM can do more. "Our competency analysis are second to none. When people are hired, they are assessed to see whether they match the position they are hired for. Taking this a level further, gives you a solid access to the true potential of your people. Knowing your customers' expectations and unleashing the full potential of your staff will provide better results. It's that simple."

Why kiss a frog if you can leap frog?
recruitment communities
"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 candidates before you find mr. or mrs. right. ere are two winners: you and the chosen one. ere are a lot more 'losers', who all invested time and energy. e recruiting community increases the amount of winners. e general idea is to share a process with multiple (three to five) organizations looking for a more or less similar profile. Compared to traditional recruitment we can identify a few solid 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 giving and there are some interesting financial incentives for all parties involved.

Traditional vs. community recruitment: In a community recruitment process, there are a lot more winners!



NGAGE April 16, 2008

Unlock the potential of your leadership team
leadership team development
Working seriously with leadership team development takes a thorough understanding of group dynamics and the consequences of habitual thinking to relations.
Roles and responsibilities in a leadership team are either grown historically (... but Fredrik always takes care of negotiations), functional expectations (besides, Fredrik is the VP of procurement so he must be a good negotiator) or delegated by the other team members (I think Fredrik would be good at ...). In reality, the responsibility doesn't necessarily reside with the person that has the competency. It might be that Fredrik always has done the negotiations, but that does not mean that he necessarily is the best at it. In the meantime, habitual thinking has its advantages. Everyone knows what is expected from him or her and there will be few surprises. Negative, nor positive. ings will be taken care of in the same professional or unprofessional manner. After al, if you are doing things the same way, expect the same result. Habitual thinking and behavior does not leave a lot of room for development. History repeats e downside is that if the status quo is maintained long enough, the tension level in the team increases. e result will be a strong feeling of disfunction. is ultimately will lead to the conclusion that one or two team members that do not perform adequately will have to quit the team. After all, the other team members will argue, fresh blood and new ideas will do us good. e solution to replace team members in itself is beyond doubt since ultimately it will work. at is, for a short period of time. e problem is that habitual thinking has a tendency to create repetitive patterns and sooner or later, the team will find itself in a more or less similar situation. An effective way to avoid this negative repetitive circle is to actively work with leadership team development. Paramount to the development is to identify the competencies and preferences of the individual team members. Find out what each members strong and weak points are and create awareness for the group dynamic using the mapped competencies and preferences. After all, Fredrik might not be the best negotiator. But you might find out that his people skills are perfect and can be used in situations where people are made redundant. Shared language ere’s most likely hidden potential in each team member that, when mapped, can be brought into the equation in a positive and constructive way. New synergies will be identified and individual strengths can be used to their full potential. is will also give the team insight to existing gaps and their hazards. is will contribute to an understanding why there are certain tasks that the group is not able to lift. When recruiting the next member for the team, extra weight can be put on the lacking competencies. Another advantage of working with a leadership team this way is that it will advance mutual understanding and it will help in the daily communication. Team members will develop a mutual language and issues that proved to be sensitive, now can be handled in more sustainable ways without escalating. e most important outcome however, will be that this way of working creates a shared platform (where are we?), a shared sense of direction (where do we want to go?) and a shared sense of urgency. e shared ambition will increase confidence and credibility and will help the individuals in the team to increase performance and at the same time will increase the performance of the leadership team. www.pro-found.dk