By Alexandra Zatarain

Competency modeling (or developing success profiles) implies determining the specific competencies required for high performance in a specific job.

The effort of developing these competency models can go to waste if the results are not properly implemented in the organization.

The Korn/Ferry Institute outlines the following suggestions to keep in mind when implementing a success profile:

1. Evaluate current talent management practices and what motivates leaders to determine the best place to begin integrating competencies. Before jumping into implementing any changes, executives must evaluate the current state of the company’s HR and talent management practices. They must identify the processes that are more deeply rooted to the organization’s processes as well as the less sophisticated ones. It is best to begin implementing changes in the less complicated processes, allowing employees to see the improvement in a short period of time. Identify the greatest need and start from there.

“Take interviewing and selection, for example. If the current state is de-centralized and mostly managed by the individual hiring manager, offering a competency-based selection process not only adds science to the process but it makes it easier for those hiring managers”.  

Another way to detect where to begin with the implementation process is by determining “where competencies would most influence leaders’ behavior and where you would see results most quickly”.

“Perhaps leaders feel valued when they receive individual assessment and coaching – you could start with a multi-rater assessment process. Perhaps leaders in your organization attach tremendous value to leadership development programs – you could build a curriculum based on the success profiles”.

2. Enable your integrated talent management processes with the right technology. Consider the need of technologies that can link all the talent management processes. Success profiles should be embedded to these systems, which may be  a Human Resource Management System (HRMS), a Learning Management System (LMS), or any other system that allows processes to be streamlined and efficient.

3. Start at the top. Senior leaders must be onboard the initiative. A good starting point is providing them with a competency assessment so they can gather feedback about themselves and see how minor steps can impact every employee’s performance.
 
4. Give something before expecting something from others. After you have identified the necessary skill set required for any given job, consider introducing these requirements little by little, in a way that can be absorbed by everyone. If some employees don’t match the profile, provide them with training and incentives to develop these competencies. It is crucial to introduce employees to the competencies in a positive, developmental way before using them as a selection tool.

5. Anticipate that you will revisit and refresh your success profiles. The competency model must be open to changes, while always reflecting in the vision and direction of the company. Management must also consider how these changes will be communicated.

6. Determine how you will measure your results. An integrated talent management system might be the optimum way to keep track of results, as implementing success profiles directly impacts all the human capital management chain. Decide what will be measured and what the expected results are.

 

HR has to be strategic in order to function effectively. And if managed properly, HR initiatives can enable an organization to achieve its strategic objectives at any point in time. “Strategic HR provides a lingua franca – a common language – for talent”.