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Seb Anthony

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Strategic Competency Development


I need a strategic process or methodology that allows for future competency development based on long term business plans. The process needs to establish what type of workforce will be required on the basis that there will be significant technological change in addition to the behaviour changes that may be required in, for example 2010. (Current competencies are in place)

A process or methodology is needed due to the overall size of the company (H/c 3000) and also to ensure that going forward whatever competencies are in place are reviewed and changed in a structured and consistent manner.

Do you know or are you aware of any companies that have such a process either in place or underway please? If so any relevant contacts would be much appreciated.

Jacky Briggs

3 Responses

  1. Look wider than ‘competencies’
    Hi Jacky

    I agree with the article that defining a set of competencies can work, but equally has a danger of being a subjective view made at a point in time.

    Have you thought about taking a true ‘organisational development’ approach that goes beyond the pure HR perspective? ie encouraging the organisation to take a continuous cross-organisation long look at itself, its culture, its structures, its leadership, its workforce skills (of which the competencies debate is part), etc?

    A truly flexible organisation able to cope and adapt to whatever opportunities, challenges and change comes along, must have a way of doing this.

    You might like to look at the work of Burke Litwin on Organisational Development as a starting point.

    As a very large organisation ourselves, we see merit in developing such a group and are actively exploring this. I believe it would probably be appropriate to base the work of the group on something akin to the issues Burke Litwin discusses as a starting point, and develop a model that works for us using this as a base.

  2. Stratgeic process
    Hi Jacky, You may want to look at a combination of Strategy Mapping methodology which helps to identify future capability needs along with organisational diagnostics that measure performance against a set of benchmarked criterion. If the performance diagnostics a primed for 2010 you can get a good handle from those closest to the strategy to describe the performance required to deliver the strategy and execute businessplans. You can then start to formulate and map out the skills, knowledge and competencies required to suppport the required performance. Will you have considered the organisational context of this development? I urge you to do so, otherwise you be putting in a lot of effort, time and more for little return. Contact me if you want to discuss it further.

    Joe Espana


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