A Publication of WTVP

A competent workforce is a prerequisite to achieving competitiveness in the global market. Corporate history is replete with cases where competency models and systems have resulted in the development and retention of talented workforces.

One of the most critical aspects of managing a workforce is the process of conducting an ongoing skills inventory of the staff. This helps identify areas of weakness. Providing excellent training schemes, certification programs and enhanced career prospects should be established before problems occur. Attending courses and following through with self-development programs provide a moderate return on investment. Coaching and mentoring yields improved results. Providing a competency model with specific criteria for superior performance is a proven way to accelerate employee development. Business organizations need to create a culture where coaching and feedback occur as part of the culture. Outstanding performers must be encouraged, supported and retained. Good performers must be developed and reassigned to positions where they can be better performers. Competitive pressures require companies to excel in making effective use of their human resources. Ineffective use raises costs and results in missed opportunities.

There are a number of competency frameworks that can be used as best practices:

Individual & group objective setting. High-quality performance standards alone do not guarantee quality service. Internal measurements have to be established to benchmark or achieve performance goals.
Performance monitoring metrics. Metrics represent information to the management on how well or how poorly support entities performed against their objectives. Measurement represents the actual results of the workforce’s objectives.
Performance measurement. Though the levels of performance may vary between individuals, the key areas of measurement are typically professionalism, ability to act independently, commitment to personal and professional growth.
Reward and recognition consideration. Employees are encouraged to participate in their own reward programs. The human resources manager should develop criteria for the awards and also involve the workforce to determine what the awards will be.
Evaluation. Employees need feedback in order to develop. A performance evaluation system that facilitates both feedback and employee development processes is critical to establishing a successful workforce. Appreciation and recognition for performance strengths are important. Constructive critical evaluations of performance deficiencies are important. Competency models help businesses and industries with strategic planning for training and training offerings.

Today’s demanding business environment requires maximum performance from each professional. As we move ahead, the focus is constantly being shifted to the people side of business—they are our walking and talking posters, our biggest IP. IBI