Archive for November, 2011

How Can Assessment Tools be Used in Redeployment or Redundancy Settings?

November 16th, 2011

At Zircon, we strive to help organisations during times when they need to put their best foot forward. With the use of assessment tools and coaching, we develop strategies that enable businesses to work more effectively, run more smoothly and enable employees to be more efficient. » Read more: How Can Assessment Tools be Used in Redeployment or Redundancy Settings?

Changes to the HDS Scale Names

November 11th, 2011

At Zircon we believe that understanding personality is vital to assessing and developing Talent and we use a number of personality questionnaires in order to achieve this. In a recent blog (“Zircon are bringing in a Strengths Tool to complement our Talent Model”) we reviewed how the personality psychometrics we use at Zircon fit with our model of Talent. One tool we considered was the HDS, which focuses primarily upon ‘dark sides’ that occur as a result of overused strengths. » Read more: Changes to the HDS Scale Names

Zircon at the Saville Talent Development Day

November 10th, 2011

On Wednesday 5th October Zircon Consultants Sarah Linton, Melissa Tyson and Ruth Sweetman attended the Saville Talent Development Day at Twickenham Stadium. The day was opened by Gabrielle Parry, Regional Director at Saville Consulting, followed by a morning of workshops. » Read more: Zircon at the Saville Talent Development Day

Talent Management is Being Neglected

November 3rd, 2011

A survey of 551 senior managers in the life sciences industry by RSA (a strategic partner of Zircon) revealed that over three quarters of the respondents are not managing their talent effectively. The survey revealed that:
• 90% of respondents to the survey said that talent management is crucial to their operations,
• 77% are not managing their talent effectively » Read more: Talent Management is Being Neglected

What is the difference between a competency and a capability?

November 1st, 2011

Updated: November 12th, 2015

Over the past few years our clients have increasingly asked us to design Capability models rather than Competency models. So what is the difference?

Current research is rather contradictory: while some authors use the two terms interchangeably, others believe there is a real difference.

To help put an end to the confusion, we have created a definition from our research and experience of working with clients in this area to help clarify the difference.

  • Competency: A competency model describes the behaviours required to excel and succeed – in other words how an organisation desires their people to interact and behave. They enable mutual understanding of what good looks like in order to help people understand their strengths and development gaps.

In theory, both competency and capability models describe the factors that differentiate the best from the rest.

However, the argument is that the capability model goes one step further and describes the behaviour required beyond competence, and is therefore a more stretching and aspirational model than a competency model.

They both assess how competent the individual is, but the capability model also assesses how capable they are in the role both now and for the future.

In practice, the two models are being used, defined and created by today’s employers in the same way. This is because the difference between the two is still blurred.

The question should not be whether to create a competency or a capability model but, rather, is the model linked to the strategic goals of the organisation and is it future focused?

To be successful, both models need to focus on the future requirements of the business, on change and how employees need to deal with these unfamiliar circumstances.

To overcome these problems, we have redefined competencies and capabilities down to their most basic form and look at behaviours and expertise (which includes knowledge, skills and experience).

At Zircon we make sure that both our models can measure future behaviour by conducting strategic visioning interviews with the business leaders at the start of the project.

These interviews are designed to understand the strategy, goals, objectives and future requirements of the business, combined with the way people need to behave, the skills they need to demonstrate and the knowledge they need to display to succeed and exceed in the future.

If you would to talk to our consultants about how to design either a behavioural, competency or capability model, please contact me by clicking here.

  • Dr Amanda Potter is a Chartered Occupational Psychologist, and the CEO of Zircon Management Consulting and Talent Gene.