Core Competency Examples

core-values

Research has provided insight into the ‘citizenship’ competencies that are associated with improved performance at the work group and organizational level. We review the four main competencies and example behaviours.

HR Analytics –

HR Data Analytics

HR Analytics is being promoted as a MUST HAVE by software suppliers and consultants alike. We examine the scope, what is required for effective analysis, the current state of play in many organizations, the potential benefits, the effort required and last but not least what is the return on investment?

Healthcare Teams – latest research

healthcare_teams

A look at the latest research on healthcare teams. The nature of healthcare teams, their impact on patient outcomes and safety. We look at the major challenges and the lessons learned from other teams in other industries that operate in high stakes situations. We review the competencies recommended for healthcare teams, and also some of the structured communication tools that can help team operation.

CV Fraud

cv_fraud2

In the last 10-15 years the problem of inaccuracy in CVs has increased exponentially. Some sources claim that as many as 80% of CVs contain inaccuracies. The problem affects senior roles as well as lower level jobs. There have been recent high profile cases in government departments and corporates. Most inaccuracies are about employment history and educational qualifications, in roughly equal proportions.
Many organisations don’t do or have the resources for extensive background checking – but there are other solutions. Read More

Performance Management is Broken – 8 reasons why

Performance management is broken
Performance Management is BrokenThere are 8 key reasons why performance management systems are broken.  They are an administrative not a management task,  they do not improve performance,  do not align individual effort to the organisation's priorities.  Further assessment is subjective and usually subject to bias,  more a measure of the supervisor staff relationship than of job performance.  Performance feedback rarely happens, and when it does it is often not timely nor constructive.   Performance at work does not follow a bell curve distribution despite the fashion for forcing managers to rate their staff using such a formula. For all these reasons performance management systems are dreaded and discredited.   Yet it is a relatively simple task to make the change to a next generation approach. What went wrong?It is almost universally agreed that the current approach to Performance Management is not working.   Almost 98% of Human Resources professionals grade their Performance Management systems as unsatisfactory. Most people would agree that the purpose of performance management is to make sure that all staff pull in the same direction. That day to day they know what is expected. That they receive guidance and assistance in problem solving.  That staff are rewarded and recognized for a job well done. Instead many systems do the opposite.   It is clear that poor Performance Management systems demotivate staff and frustrate managers. It sounds straightforward, yet Performance Management is the most difficult aspect of human capital management to get working successfully.  HR departments are under pressure to simplify practices seen as irrelevant to day to ...

Leadership Competency – Communication

leader communication

Obviously communication is a core competency. Studies have found that 70-80% of a leader’s time is spent in communication, mainly with those who report to them. Probably for this reason communication is a major predictor of leadership effectiveness. Research shows that the use of particular communication techniques can help build team performance and engagement. Learn More

Leadership Competency Development – what works – what doesn’t

leadership competency development

Research update. A 2017 meta-analysis of over 300 studies on leadership competency development shows there is little evidence of positive impact of on organizational effectiveness. It highlights those approaches that work better, those that don’t work, and those that are still uncertain. A complementary study highlights the problems many organizations have in supporting learning transfer on the job.

The Neuroscience of Leadership Competency Development

neuroscience-neurobabble

There is a strong trend to attach the term ‘neuro’ to articles, products and services in psychology and people management. It is claimed that organizational behaviour, leadership, learning and development, can be better understood and improved using neuroscientific theory and methods. How true is this?

Research Updates-Dec 2017-Avoiding the Negatives

Negative Work Behaviors

Negative Work Behaviors are voluntary behaviors that violate significant organisational norms and threaten the well-being of the organisation or its members. There are many examples. Discover the most common and the those with the most impact, and how to avoid them.

Who is the Talent – what is “potential”?

who is the talent?

Organizations need to ensure the sustainability of their workforce. So identifying “hi potentials” – those with the opportunity to advance – is an important HR practice. However there is no common understanding of what it means to be “hi-po”. The common approach has tended to be the simplistic use of a “9 box grid” . This article outlines the research on the concept of “potential” and sets out an evidence based model of selection criteria for “hi-potentials”

Why Talent Management Systems Fail – 5 years On

Why Talent Management Systems Fail - fast forward

This is a review of the trends in Talent Management Systems since 2010. We review the complaints, the wish lists of those looking for systems, and the reasons why, 5 years later, today’s systems still do not live up to their promise. We outline the DNA for a Talent Management system that does deliver on the needs of organizations in a competitive and rapidly changing business environment.