Alignment of Interest and Competency Based Assessment

....We have identified our immediate goal as signing up mavens/collaborators. So we can perform our assessment and determine why the take-up rate is slower than necessary........

It has been a long trial at the Tour De France.

What are the observations made and lessons learned?

First, let's revisit the Competency Based Learning process.

The benefits confer to the group include.
Increased shareholder value
Ensuring cyclists have the capabilities to meet their objectives and those of the group so that the group's desired outcomes can be optimised.
On the job assessment can be performed on the job and is deemed to be less subjective.
Idenitfy and remedy gaps.

Improved Return on Investment on Training
As learning & development occurs on the job, cost-benefit analysis can readily be validated leading to positive return on investment.
Training is targeted and hence wastages are reduced.

Data Analytics
Identify the right cyclists for the jobs.
Create team of collaborators with complimentary skills.
Facilitate in succession planning.

The benefits confer to the individual include

Self motivation
Individual determines the pace.
On the job learning.

Existing skills and knowledge are recognized
Prior learning is recognized.
Competence is demonstrated through skills.

Reduction in Time Taken to Learn
In some cultures competency based assessment can result in the creation of standards that are widely recognized and portable.

Let's take an example of an desired outcome.

Desired Outcome
The work processes facilitate rapid decision-making and increases productivity.

Key Performance Indicators
Action taken to minimise duplication or conflict in the types of services provided.
Measures taken to encourage teamwork and co-operation.
Evidence of increased productivity and efficiency.

Possible Competencies
Ability to manage/lead
Decision-making
Interpersonal skills

We can group competency into the following categories:

Intellectual Competencies
Cognitive Capacity
Creativity

Future Building Competencies
Articulating vision

Management Competencies
Execution Capability
Organisational Awareness
Teamwork
Collaboration

Relationship Competencies
Interpersonal Relations
Communication

Personal Competencies
Endurance / Coping With Stress
Ethics and Values
Personality
Behavioural Adaptability
Self-Esteem

Typically, the more critical competencies include:
Technical Know-how
Ability to Lead or Manage
Interpersonal Skills
Creativity or Resourcefulness
Decision-Making or Judgement
Flexibility or Adaptability
Communications

However, and not suprisingly, we note that it is in the areas of soft competencies that we find ourselves most wanting in.

Ability to Lead or Manage
Flexibility or Adaptability
Dealing with Ambiguity
Communication Skills

An interesting question to raise is: In order for us to maintain our competitive advantage, which competencies will drive shareholder value the most?

We have identified our immediate goal as signing up mavens/collaborators. So we can perform our assessment and determine why the take-up rate is slower than necessary.

In order to have first mover advantage, we also need to preserve our gameplan. This means ensuring that we keep it under wrap for as long as possible. Yet in describing our model to prospective collaborators, we also want to avoid creating the opportunities for competing model to surface. We need to balance the conflicting needs and yet be able to gain traction in order to maintain a competitive edge before the inevitable sets in. The consequence is that we may not be able to achieve a high MVA ratio, a key benchmark to be a global player. ( a compelling business model can still be valuable without business traction - because of the growth / scale factor ).

This is all very fluid and dynamic, but I like to believe we are up to the task.

The question raised is: What are the competencies required to lift this task?Through the process of eliminations, I have come up with a few:organisational awareness, creativity or resourcefulness, dealing with ambiguity, decision-making or judgement, ethics and values..... That is one too many!

Going back to basics, we need to ask ourselves:
what is my role?
have I discharged it competently?
did I take ownership of the issues / gaps?
how can I contribute to make it work?
how do I know whether I have gained competency?
do I need to undergo competency-based learning?

Additionally, we have the issue on the alignment of interest. Well, we are into the learning curve and it is steep, and let's hope we do not have to pay a prince's ransom for it, and be able to breach the gap between strategy and execution.