Competency Framework Could Help Crack Skills Shortage

29 August 2007

Aberdeen is experiencing its biggest recruitment growth since 2004 across all sectors but with near-full employment, companies are finding it increasingly difficult to attract the ideal employee. In an attempt to fill their vacancies, some employers are plumping for a less suitable candidate. And while this is sometimes unavoidable, Bruce Christie, a partner with Facilitators LLP - a corporate performance improvement consultancy says many businesses are retaining staff and bringing new recruits up to scratch as quickly as possible through the use of competency frameworks.

A recent survey by Aberdeen Council, has found that a vast majority of employers in the region are expecting to expand their workforce over the next five years. This is particularly the case for financial services, commercial services, employment agencies and the energy sector. While this is fantastic news for the north east economy, the prospect of finding 'the right person for the job' doesn't look quite so hopeful.

The growing skills shortage is leaving many of Aberdeen's top companies facing a situation where they're considering employing staff who have few of the skills and experience that would usually be considered an essential prerequisite for the role. Indeed, it's been said that some companies are taking on staff with just 20% of the required skill set. But when faced with the tough decision of stretching existing staff capacity even further or bringing in a new employee to provide some support at least, many employers are opting for the latter.

Staff who are not fully competent can sometimes be more of a hindrance than a help, running the risk of causing frustration and low morale among other employees. It is therefore vital that strategies are put into place to ensure new staff members are given the skills to become integrated, fully functioning members of the team as quickly as possible and that existing staff feel valued and appreciated.

Competency frameworks built around an organisation's requirements for individuals, teams and entire companies are an effective and valuable way of knowing the range of skills that exist within an organisation as well as a means to assist in the identification of where knowledge gaps need to be addressed.

This methodology can play a major role in all aspects of people management and development particularly for people who don't have the full range of required knowledge, skills or behaviours. An assessment of their competencies by line managers can quickly pinpoint exactly where additional support or training can be put in place. A tailor-made development plan can be prepared, which could include any number of activities such as external training and on-the-job learning, therefore ensuring they become an effective member of the team as quickly as possibly.

Furthermore, employees are more likely to be motivated to stay with an organisation which they feel develops them towards their full potential, just as job seekers are more likely to apply to an organisation which they feel meets this need.

Competency frameworks can only be truly effective if everyone involved buys in to them - something that can be easier said than done. Traditionally, this approach has been met with an air of scepticism and reluctance. Individuals sometimes see little personal advantage to having their competency assessed or any advantage to contributing to the assessment of others. It may even be viewed as a necessary corporate evil while others see it as an unnecessary paper chase or an additional cost.

But, if done properly and implemented as an underlying core business process, organisations can derive huge benefits from competency-based systems. They can be used to inform employees' career plans which in turn, help staff feel valued leading to improved retention rates and staff engagement. Frameworks are also hugely valuable to those involved in deciding whether a new member of staff is really required or whether there is capacity within the team to absorb additional work.

A full-scale competency assessment is not always required. Some organisations that are concerned at the implications of implementing a complete competency framework have found significant benefit in addressing this issue on a more gradual departmental basis.

An organisation that has a competency framework based job description for every position has a clear advantage when considering re-deployment and re-organisation. You know where your competencies lie and how you can better deploy staff to take advantage of these abilities or how you can re-organise without risking any critical gaps occurring.

Competency frameworks add significant value to business activity and provide an important insight and understanding of the knowledge, skills and behaviours among employees in the workplace. While the process of being assessed can be a daunting one, it is one that should be embraced by both employee and employer alike because if carried out effectively it can bring huge benefits to both.

Further Information

Please contact Bruce Christie for further details.

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