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The game of investing is one of making better predictions about the future than other people. How are you going to do that? One way is to limit your tries to areas of competence. If you try to predict the future of everything, you attempt too muchCharlie Munger
Although competency models are widely used in organizational settings nowadays, providing foundation for employee performance appraisals, leadership training and development initiatives, as well as promotion and succession decisions – The Brew, however, believes that this recently discovered discipline, has often been mis-interpreted & largely under-used to its potential – the reason being misinterpreted similarities between competencies and knowledge, skills, abilities, attitudes & motivations (KSAAM) traditionally assessed with a job analysis has created quite a confusion among researchers and practitioners.
Competencies tend to be more broadly applicable and leverage common or universal themes. These are the set of behaviors which are activity or task agnostic – transferable in a way to different contexts, which generally tend to be the cause of required outcome. In contrast, KSAAMs tend to accentuate differences across jobs in specificity, with a pseudo scale of predicting performance.
The Brew Advantage in Competencies Modelling
Evidence Based Approach in designing competencies
The Brew’s Competency offering builds on an evidence-based approach on which specific behaviors lead to critical business outcomes, taking in to account the Organizational characteristics (Organizational Phase, Growth trajectory, Competitive landscape & Industry trends), Values, & Culture-complementariness. Also see, Practicing Evidence Based Management – HBR, 2006
Deep Partnering with all relevant stakeholders
The Brew, with its deep partnering consultative approach, engages with stakeholders (Leadership, SME’s, High Performers, Leaders & Managers from Business and HR) on how to create and execute a strong competency modeling process, along with transforming the competency models in to business-focused & organization integrated workable frameworks.
Linking Critical Business Outcomes to Competencies
The Brew difference in building effective competency models is linking the elements to business outcomes — identify the key business outcomes; assess the competencies; line up the competency data and business outcome data; analyze using structural equation modeling. This process validates the competency model and shows its direct business impact.
Backed by data & scientific validity, this process authenticates the buy-in from senior leaders and frontline managers, driving human capital practices & decision making, with a thorough knowledge of which competencies to focus on, based on their importance to the bottom line.