Please ask yourself
- Do you know why your people are good at what they do?
- Do your people lack role clarity and accountability?
- Are you unsure what to develop the team to?
- What does your ideal person or team look like?
Many organisations use generic capability definitions for profiling, development and succession planning of their people. However, our research has revealed that these generic competency definitions are often too generalised and not relevant to specialised roles such as sales. This drastically diminished their usefulness in performance development, recruitment, coaching, talent management and so on.
We take a holistic and customised approach to job design. As a result the competencies are explicit in stating the behaviours expected for effective performance in the role, and these behaviours can be easily observed in selection, development planning and performance assessment contexts.
We use the Barrett Sales Competency Dictionary, which was developed specifically for sales and service roles and from Australian Research. The Barrett Competency Dictionary maps from junior through to senior management roles, providing very specific behavioural indicators at each level.
Our methodology and approach is highly flexible, consultative and strives to ensure it is based on best practice. The process is designed to gain optimal employee and manager engagement in the development of the framework. This enhances their acceptance of the final result and also ensures that the Competency Framework is relevant and effective in your environment.