🚀 We were brought in as part of the project team to design the a global competency model for the company
🚀 It was a big global project and external consultants from well known firm were hired to lead this project.
🚀 Time, resources and budget were being consumed to make this work.
From the global HR community viewpoint, this is going to be a gamechanger.
We rubbed our hands in glee and brushed our teeth smiling everyday, in anticipation of how the business leaders will throw accolades & confetti our way (okay, I exaggerated here!)
Roll-out was met with great fan-fare and then…
… Nothing changed. 💥
There’s almost no fundamental difference between rolling this out vs not doing anything at all.
👉 Because we focused on rolling out the competency model when we should have spent time integrating and educating the changes in areas that has touchpoint with the business.
👉 This was seen as a nice-to-have HR initiative rather than business initiative.
What can we do differently in the future?
✅ 1. Get buy-in from regional & country leader -> the leaders nearer to ground.
Help them to see how this will solve their talent issues which in turn solves their business issue.
An advocate in leadership position will lead their team to drive talent decisions using the global competency model as they can see the long term benefit to it.
A do-it-because-HR-say leader will do it half-willingly because it is required out of them.
✅ 2. Integrate Global Competency Model into relevant HR processes.
Hiring should be done based on the desired competency (rather than personal preference).
Talents identification process are based on who has the competency required by the company (and other factors too).
Demonstration of desired competency are discussed & rewarded in performance management process.
✅ 3. Build relevant manager/leaders capabilities
The key stakeholder of the process need to be given capability and not merely communicated to.
Some managers come with great mindset but are not given the right capability to support the desired HR outcome.
Identifying the critical manager capability is critical to make this work. Eg, being able to run difficult conversation enable managers to have courage to drive performance discussion & link relevant competency gap into the conversation.
🙋 Are these applicable only for global/regional project only?
👍 Nope. It’s equally important even if it’s an implementation that’s country based.
Thoughts and opinion?
Drop a comment!
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About The Author: See Wei Ngiam
Ngiam’s versatile background in HR management and extensive experience working with MNCs such as Kimberly-Clark and Amway have allowed Ngiam to design Growtribe in a practical way to enable people leader & manager to accelerate people growth through a simple and yet impactful approach.