DYNAMIC COMPETENCE FRAMEWORKS and SHRM (Strategic Human Resource Management)..........................

Providing the necessary knowledge to your staff for them to do a good daily job through appropriate knowledge management is a prerequisite to building competence.  Another prerequisite is to keep the competence framework dynamic, not static.  One of the major limitations to competence frameworks as they are often mangedis that they very quickly become outdated.  They tend to be based on lists of historic requirements and they are placed in the hands of people who do not have the strategic inputs and access to keep them up to date.  Our approach to making competence frameworks more dynamic is to focus on the level of strategic integration of the projects, training or education being provided.  If people are not continually being challenged positively by their day-to-day work they can quickly move from being dynamos to cruisers and then losers (in the words of David H. Maister).  Most sensible  professionals realise that their worth decreases with "cruising" so, before they become losers by diminishing their intellectual asset, they quickly move to companies that can offer them the opportunity to be dynamic and intelligent, every day.  Companies waste a lot of money on training and education which is quite simply not necessary for the business or too theoretical and we can help you to audit that and then put it right.  We have hands-on experience in many of the EMEA countries.

A strategic, dynamic competence framework is necessary not only at the recruitment stage, but also for the annual evaluations, the managerial selection stage and the other continuing assessment stages of life with a company (such as separation or cross-functional or cross-cultural transfers).  Ideally, recruiters should be able to count on a system which helps them to hire with full knowledge of their company's core, emerging, transitional and maturing competencies.  Interviewers should be able to print out an up-to-date summary of competencies to assess candidates correctly for the job for which they are hiring.  A first assessment of performance by managers should be based on the competencies for which a person was hired and then the framework should help an individual's competences evolve through the Corporate University as job requirements evolve.   A helpful framework for this approach has been provided by Sparrow and Boam (1992).  

As Paul Iles has written (Human Resource Strategies, OUBS, 1997) "It is important to develop forward-looking competence profiles that are specific and related to particular organisational situations and contexts.  A helpful framework is provided by Sparrow and Boam (1992) who attempt to relate competence to business life-cyles and business environments.

Some competences may be emerging... they may not be particularly relevant at the moment, but the strategic path will place greater emphasis on them in the future.

On the other hand, some competences will certainly be maturing and they will become increasingly less relevant in the future.

Other competences may be transitional - relevant to the early stages of a new venture, a new role and a new business but perhaps less so later as the organization matures.

Other competences may be described as core competences, which will endure in importance whatever the change in strategy."

In Europe and other parts of EMEA, we can help you put in place the necessary systems (including computer systems) and resources to manage a dynamic, integrated (recruitment, selection, assessment,training) and multilingual competence framework.

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