Dr Amanda Potter of Zircon, recently presented the findings of the extensive research into FTSE100/Fortune500 organisations which reveals that talent management strategies are not being well enough communicated throughout larger organisations and that competencies alone are no longer enough to make effective hiring, succession planning and development decisions. » Read more: Dr. Amanda Potter at the Learning & Skills Conference
Within Zircon, Dr Amanda Potter and her team of Occupational Psychologists are finding that more and more organisations are looking to adopt a values or strengths-based recruitment process. We are often asked, “How can we assess Cultural Fit?” and “Does adopting a strengths-based or values-based approach to selection mean we have to lose our competency framework?” » Read more: Are Competencies Dead? A Case for Values, Capabilities
Within Zircon, we have a keen interest on whether or not competency or capability assessment is enough, or should we also look at how organisations can assess and develop strengths at work? A recent blog posted by Capp (http://blog.cappeu.com/) has raised the concern that due to the nature of competency-based interviewing for graduate roles, many talented and capable graduates may struggle to gain jobs. The heart of the issue is that graduates frequently face a “chicken and egg” conundrum, whereby experience is necessary to gain a job, yet a job is necessary to gain experience. » Read more: Are Competency Interviews valid for Graduate Assessment?
At Zircon we believe that in order for organisations to be truly successful, it is important to have a clear and consistent recruitment strategy, which links strongly to the organisations future vision, values and global competencies. However achieving this, particularly in large and complex organisations, is not an easy feat. A good place to start is by identifying, reviewing and auditing the assessment tools and processes currently being used across the organisation. » Read more: Auditing Assessment Processes
Increasingly Zircon Consultants are finding that our clients are asking for us to design Capability models rather than Competency models. So what is the difference? Ruth Sweetman our trainee Psychologist has done some research to understand the difference. We have found that the research is rather contradictory, while some authors use the two terms interchangeably others believe there is a real difference. We have therefore created a definition from our research and experience of working with clients in this area to help clarify the difference. » Read more: What is the difference between a competency and a capability?
Within Zircon, we spend most of our time working with clients to understand the difference between potential and performance. Basically, potential is about the future and performance is about the current time and the past. We can measure performance through competency interviews, application forms, 360 appraisals and performance management. » Read more: What is the difference between Potential and Performance?
The goal of culture change work is to purposefully and actively build capability for new ways of working. In order to deliver successful change, individual competencies are not always enough.
The center for Creative Leadership suggests that in order to change the culture of an organisation, organisations should place a high value on learning and leadership development and not just competency development. » Read more: Are Competencies Enough to Drive Culture Change?
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