Skill and competency management lives in the context of the performance improvement cycle. This is a model we developed for one of our customers that wanted to see how all of the different parts of its learning and development programs fit together. Let's dive deeper into the various components of this model

A Competency Model that combines a top-down approach with bottom-up unique skill signature has a good chance to deliver instant value.

How we can connect a competency model with a top-down approach with a bottom-up approach? New insights are generated by the combined approach.

Many organizations invest significant effort into building competency models without getting a return. This is unfortunate, a good competency can represent the organization's values while connecting skills to performance and learning. Conventional hierarchical systems are failing here, a more dynamic model can succeed.

Without a proper assessment of the skills at a company and individual level, there is no way to correctly align the strategic direction with the ability to deliver on projects that company wish to pursue.

Measuring employee engagement will not lead to long-term improvements. Employee engagement is hard because it requires two-way communication and commitment.

Capabilities are a key part of Cascading Choices. For professional services, skills are the key. Skill management should be central to strategic planning.

Managing business to optimize for staff utilization will ultimately lead to commoditization. Applying skills to build differentiation is a better strategy.

There is a lot of confusion between skills, expertise and competency. Here we see how they fit together in the context of a performance model.