It seems a lifetime since competencies became the ‘vogue’ and began to be developed as the critical determinant of performance.
The key thinkers at the dawn of competency development crafted competence as being about Knowledge and Skills etc, but aimed to create something that was difficult to imitate, replicate and gave organisations’ competitive advantage – in other words, something strategic and precious.
How far have we travelled since that point….? Competence has become the sacred preserve of the HR function and linked to their core processes rather than really being the business of the most strategic operational leader or manager.
Is that a problem…? Well not in itself, there is no doubt there are a range of truly innovative Talent Management programmes which aim to join competence with strategic intent – however, they are actually few and far between. Most HR functions cannot measure the value the Talent Management delivers, never mind the strategic impact of competence itself…?
So, what is the future of competence – will it become increasingly tactical? Can it be resurrected as something vibrant and imbued with strategic significance?
Or do we need something new and shiny, and abandon the ideals and paradigm of competence to the needs of HR…?
Your thoughts and comments are welcome…….
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