When a competency model structure is organized, what experiences should we promote, taking into account the gravity of decisions cascading down the structure?

Competency models define the skills and behaviours needed for performance. What role do values play? What is gained by including values in a competency model?

Brandon Hall is conducting a major survey on competency & skill development. This survey will give you insight into how to deploy this powerful capability.

Competency models are a powerful way to organize work, enable internal mobility and align potential with performance. How do you build a competency model?

Competency models, all rely on skills and skill definitions. This raises the critical question, who gets to define a skill? To answer this question we need to know a few things. What is a skill term and how are they used? Who is concerned with the definition of a skill and how does it impact others? We conclude by inviting you to think about how you define your own key skills

Modern skill management systems use words to represent complex skills that can combine motor, perceptual, cognitive and communication skills. Does this work?

Provide organizations with a flexible tool to not only to model their ideal employee but also offering the way to signal desires, expectations and career goals.

Put skills at the centre of talent management. Pay attention to internal mobility. Think in terms of shared data ownership. Use multiple competency models.

"To be a master of metaphor is the greatest thing by far. It is the one thing that cannot be learnt from others, and it is also a sign of genius." ~ Aristotle

Competency Models offer a unique view into the hidden world of skills that are not yet in place.

I have been keeping a personal learning plan for many years. Recently I realized some important links between learning plans and competency models.

Please take this short survey on skill and competency models, how they are developed and applied, and possible future directions.

Competency models need to move from a description of skills to prediction of performance. They need to become tools for individuals not just organizations.

Observing skills, roles, behaviours we may conclude there must be other skills, not claimed or visible but unexpected. This is where potential can be found.

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.

The best way of connecting skills to roles is dynamic, with the skills bubbling up from actual work experiences and more than one skillset being accepted for any one role.