Talent competency is the digital lenses through which people managers can assess talent in a more strategic, analytical, and creative way.
The forward-looking organizations are now looking for people that have the right minds, characters, attitudes, traits, or can demonstrate the ability to do the work more innovatively, not just based on the previous experience, but through recombinant capability and integral talent competency.
Assess professional traits on which competencies are built. The integrity and suitability of the competency are tested through traits such as critical thinking, creative thinking, attitude, passion, entrepreneurship, leadership, maturity, and wisdom. etc. Competencies have been embraced around the world, as core practices, due to the huge skill gap among the workforce. If skills help organizations run today’s business, then competency can lead your organizations to the next level. If you narrowly focus on experiences solely, there will be some critical skills necessary to fulfill the essential functions of tomorrow still missing. If skills underpin performance, competency brings up potential. In a competitive 21st workplace, it has become necessary to develop strategic core competencies. one’s capability of providing and creating sustainable solutions. Developing core competencies is important. It's what defines how 'specialized generalist' executives are, and speaks volumes of how productive they can be. There are psychometric tests that help people assess their personality, habits, and beliefs so that informed career decisions. Traits can also help in forecasting the future value of an executive. A diligent, logical, high-qualified with high EQ executive is the one who can be given greater responsibilities in the future with accountability. In contrast, a wavering, non-sensible, poorly qualified executive would probably be treated differently.
Competency-driven talent management encourages “Strengthening the strength, and competing for uniqueness”: To draw attention to the root meaning of the word, "competency," which probably comes from competition, to compete to be the best among the best. However, the talent mantra needs to shift from “compete for best of everything,” at the industrial age to “compete for uniqueness via strengthening the strength,” in the digital era, in order to encourage authenticity, purpose-driven talent development and management, and discourage negative competition or unprofessionalism. Amongst critical thinking, creative thinking, as well as many thinking capabilities, attitude, entrepreneurship, leadership, and passion, which is/are more important? Probably all are important. Competencies are interrelated with the traits and experience. Neither one overshadows the other, they complement each other. And this is where the differentiation and selection algorithm comes in, and talent analytics can play an important role in people management.
Well define the set of competency to tailor your organizational needs: So it has become necessary to develop strategic core competencies for digital professionals: All of the competencies seem important, but the main thing that you should put into the consideration is that does your company really need such core competencies and on what level if applicable. It always depends on the company culture, position requirements, and type of industry the company works for. Be cautious with only using core competencies. And by "core," assuming that means organizational-wide competencies. Employees serve in various roles throughout your organization, and each role has job-specific competencies that need to be understood and analyzed before you can begin developing different "talent management" processes and systems. This is where position analysis comes into play. As talent managers, first, ensure you understand what the competencies are. Once you understand the competencies, you publish it in doc or website, so employees can view them along with language that describes what each competency is and how it relates to the expectation of the organization. There are also examples of what each competency looks like in action. The HR Partners trained senior leaders first to get their buy-in into the organizational change, and then the training managers with tremendous support from their leader. After the training, you have to continuously speak the language, especially when there are performance gaps. This will help leaders learn to speak the language as well.
People are always the most invaluable asset of any organization, talent competency is the digital lenses through which people managers can assess talent in a more strategic, analytical, and creative way. HR will see the urgency of being innovative- because the frequent digital disruption is inevitable and ideally, it should be common practice for talent managers and top leaders to set the course for people management and business’s long-term growth and digital transformation in a more systematic way.
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