Post by joypaultop1 on Jan 16, 2024 1:24:17 GMT -5
Last week Factorial published the annual HR Report on Human Resources . In the latest Factorial study they asked more than 3,000 professionals from different organizations in Spain, Germany, France, Mexico, Brazil and Latin America. 4 main points have been concluded: Leaders value professional growth. Employer Branding is a key tool to impact internally. We digitize, but we don't quite support ourselves to make decisions. HR is more digitalized, but we are left behind with evaluations and reports. Free HR study Learn about the future of people management for 2023 with this report Get the studio Table of Contents Competence management in the current HR context What competencies does a successful team need? Different types of skills? 5 aspects in which we win with a competency-based management model Competence management in the current HR context One of the points that especially caught my attention from the report: There is no management by competencies. There is a significant lack of knowledge and this causes people not to bet on them. The HR areas are demanding to go this way, train their teams more to automate and streamline processes, but we are suspending them. When we understand that something is important but we don't know it, we either dive right in to learn or we ignore the topic like someone who doesn't want the thing. Unfortunately, most organizations are in the second option. Although those that have begun to automate this process have 50% of their skills evaluated daily or weekly, compared to those that do it annually with 27% or monthly with 221%, according to the study in question.
Competency management helps the organization identify what capabilities are required for each job. With this we can much better manage the talent that exists within the company and make it available for strategic objectives. This m Fax Lists eans that both the company's mission and the focus that each person places individually in their work go hand in hand: productivity and effectiveness. If we combine needs with what we have we will achieve more effectiveness. Logical right? What happens then so that this doesn't happen much more? We remain blind. Companies look outside, they look to the sides, they look at the numbers, or they look at the objectives. But they continue to lose sight of the key piece: the talent they have within. When we talk about a war of talent, about battles or concepts that, from my point of view, are absolutely outdated, we continue in the discourse of focusing on the outside. There is no war for talent, there is a lack of knowledge that we already have. Doing internal work on how to combine and integrate needs and competencies already available will allow us to take advantage of precisely that talent to be more competitive. Training teams so that there is real professional development will help the company make much more focused decisions and we will not waste time looking at points that will slow down growth. We not only detect the talent that exists but the potential. It is about developing it so that both parts (person and company) grow. Read another article about the Hawthorne Effect and its impact on performance evaluations What competencies does a successful team need? We often remain stuck in what we have "always done" without understanding how we are changing, or what is now required to achieve what we now want.
For this, a profile must be designed with the necessary skills for each position, but not in isolation, but fully integrated into the company culture. Having a skills manual makes it easier not only for everyone to know what is necessary for each job and therefore for each person to align with their role, but also to search and find outside the talent that we really need. We share this article with everything you need to know about how to develop skills in your work team. Different types of skills? Another mistake that I see in companies, regarding management by competencies, is to focus on techniques. That solves the problem for us in the short term. But you have to see the situation with perspective. Technical skills ensure that the person has sufficient knowledge/experience to be able to successfully perform the functions of the position. Then you have to broaden your vision: the person has to interact with other departments, other people. This is where 2 factors come in that we normally ignore: personality and culture (person and organization). Understanding who and how we are helps us fit the pieces of the puzzle together. Otherwise, we find pieces of different puzzles that we insist on making fit together, causing discomfort and lack of productivity among other results.
Competency management helps the organization identify what capabilities are required for each job. With this we can much better manage the talent that exists within the company and make it available for strategic objectives. This m Fax Lists eans that both the company's mission and the focus that each person places individually in their work go hand in hand: productivity and effectiveness. If we combine needs with what we have we will achieve more effectiveness. Logical right? What happens then so that this doesn't happen much more? We remain blind. Companies look outside, they look to the sides, they look at the numbers, or they look at the objectives. But they continue to lose sight of the key piece: the talent they have within. When we talk about a war of talent, about battles or concepts that, from my point of view, are absolutely outdated, we continue in the discourse of focusing on the outside. There is no war for talent, there is a lack of knowledge that we already have. Doing internal work on how to combine and integrate needs and competencies already available will allow us to take advantage of precisely that talent to be more competitive. Training teams so that there is real professional development will help the company make much more focused decisions and we will not waste time looking at points that will slow down growth. We not only detect the talent that exists but the potential. It is about developing it so that both parts (person and company) grow. Read another article about the Hawthorne Effect and its impact on performance evaluations What competencies does a successful team need? We often remain stuck in what we have "always done" without understanding how we are changing, or what is now required to achieve what we now want.
For this, a profile must be designed with the necessary skills for each position, but not in isolation, but fully integrated into the company culture. Having a skills manual makes it easier not only for everyone to know what is necessary for each job and therefore for each person to align with their role, but also to search and find outside the talent that we really need. We share this article with everything you need to know about how to develop skills in your work team. Different types of skills? Another mistake that I see in companies, regarding management by competencies, is to focus on techniques. That solves the problem for us in the short term. But you have to see the situation with perspective. Technical skills ensure that the person has sufficient knowledge/experience to be able to successfully perform the functions of the position. Then you have to broaden your vision: the person has to interact with other departments, other people. This is where 2 factors come in that we normally ignore: personality and culture (person and organization). Understanding who and how we are helps us fit the pieces of the puzzle together. Otherwise, we find pieces of different puzzles that we insist on making fit together, causing discomfort and lack of productivity among other results.