NEW COMPETENCE MODEL - BRINGING MOVEMENT INTO THE ORGANIZATION
A competence model translates business tasks into requirements for managers and teams. A competence model orchestrates the various management tools. Competence models enable a company-wide uniform and at the same time strategically oriented design of the performance and talent management system of an organization. The renovation / redesign of a competence model incorporates all situational performance requirements – e.g. the company’s mission and vision, strategic objectives and the organization’s values. In addition to these strategic requirements, formal tasks and performance objectives as well as specific requirement situations must also be taken into account during the creation process. Responding adequately to market challenges and new demands on specialists and managers – e.g. VUCA (V – volatility – U – uncertainty – C – complexity – A – ambiguity) – is a requirement of a modern competency model.
OUR APPROACH FOR THE CREATION OF A COMPETENCE MODEL
Our approach: In addition to considering situational performance requirements, we bring in current research and study results from leadership research and psychology as well as benchmarks from numerous customer projects with market leaders.
We provide orientation based on two guiding models. The 1 + 6 + 3 model summarizes the personality prerequisites which, according to the current state of leadership research, are particularly relevant for being successful as a leader or, in the case of potential identification, in which relevant characteristics should be present.
- 1 – Measurement of the cognitive competencies +
- 6 – Measurement of the Big-5 of personality + integrity +
- 3 – Measurement of the basic motives for leadership
In the 3 x 2 model, on the other hand, the focus is on the competencies at the – learnable – behavioral level that are necessary for a modern manager to strike a balance between controlling and retaining employees.
The objective in developing a competence model is to translate both the corporate normatives, instruments and future strategic orientation into personnel performance characteristics. Changeable characteristics such as knowledge, skills and attitudes as well as stable characteristics (skills, personality traits, basic values and basic motives) are taken into account in our analyses and workshops together with our clients.