Make it actionable. That means getting the model off the PowerPoint, out of the spreadsheets and into people’s hands. A competency model that isn’t easily accessible by those during the development process, and isn’t assessable such that one can measure their capabilities against it to identify and close gaps with competency-based learning is pretty worthless.
Read MoreThe home office has become a personal HQ for most since 2020. Working from home has led to the need for adding and adapting necessary behavioral, technical, and leadership skills. As a result, competency models that incorporate these needs are vital to upskill and reskill our employees to perform in a virtual work environment.
Read MoreThe time for L&D is now. To be successful in this ever-changing marketplace where change is ever-accelerating, companies must embrace learning and development as a strategic imperative. It is up to L&D leaders to ensure that their executive teams understand the value that the L&D function and its various teams bring the company.
Read MoreTraditional Talent, Learning & Development can’t support organizational agility. So what do we do? Like the organizations themselves, we evolve. We need to identify and build capability in real time, just-in-time, to support changes. We need to allow people in the roles who need the capabilities to own their achievement.
Read MoreA competency model (or capability framework) focuses on what tasks/skills are critical to success in the role, what it looks like to be great at those tasks/skills, and what people should be able to DO with the required knowledge.
Read MoreCollaborative learning has been shown to be one of the most effective types of learning. We call it “task-based mentoring” though you may call it “flash mentoring”, “peer coaching”, or “modern apprenticeship”.
Read MoreCompetency models have the ability to create a culture of learning that drives skill gap closure, upskilling and reskilling. While leaders all agree that people development is critical to their success, they don’t all prioritize action. Now is the time to act.
Read MoreTaking advantage of task-based mentors/peer mentors (what McKinsey calls distributed apprenticeship) is key to upskilling and reskilling at scale in the flow of work.
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