A well-integrated talent management strategy will enable your HR team to act efficiently if the company’s business strategy changes. Our unified approach is designed to respond to these challenges in different sectors, hierarchical levels and specific roles and is based on predictive analytics that, with adequate assessment, adapt to the needs of talent in the company.
A scientifically proven method of understanding behavior in the work environment
Good analysis means a good starting point. Therefore, the starting point for further construction of all our solutions is the Universal Competency Framework (UCF) – a structured method based on evidence that allows us to describe and measure behavior in the business domain and predict future performance. This model consists of 8 factors and 20 competencies through which success criteria can be determined in all industries to the requirements of a position, team, or hierarchical level.
Solutions throughout the employee lifecycle
Based on this model, our diverse portfolio has solutions suitable for the entire employee lifecycle. The goal is to follow the overall development of the individual from the starting position to the one that is in line with the potential and interest of the employee.
How does this reflect on your company? We emphasize the importance of your point of view and goals. For starters, on your business strategy which has a direct impact on talent strategy, to which we provide deep people insight through psychometrics. But no talent strategy would work if we don’t take a flexible approach. Our Universal Competency Model is validated across the world, so your company’s goals can be “translated” into a universal language that brings you closer to a high performing talent strategy.
At the end of the day, all we care about are business results which brings us to our next section – the importance assessing competencies.
Assessment of competencies in a business context
The universal competency framework is a model of observing business performance by defining the relationship between the preferred behavior in the workplace – personal potential, behavioral indicators that makeup up one competency, and the desired results needed to succeed in a particular position.
This model helps you improve the process of:
- Recruitment: When evaluating candidates in relation to the defined criteria required for an open position
- Performance estimates: We express the contribution of an individual in an organisation through measurable performance over a period of time. In this way, it is possible to have an insight into specific parameters that indicate how employees get what they want
- Learning and development: When creating and developing training programs, plan the development needs of employees who support and improve performance within different job functions
- Leadership Development: When you define the desired qualities of a leader, evaluate them, and design programs and training for leadership development
This way, you will:
- Make more appropriate decisions during the candidate selection process
- Save time and budget
- Enhance employer branding
- Approach talent development more efficiently and make fair and objective decisions on the promotion of employees
- Plan a more successful reorganisation and restructuring of your company
The difference between potential and competencies
Competences are defined as behaviors that are crucial for achieving the desired results in the work environment. When assessing competencies, the focus is on behaviors that support the achievement of organisational goals. Potential, on the other hand, refers to the natural tendency of an individual to behave in a certain way and his interest in further development of specific abilities and skills. The key difference is how much it is possible to objectively measure those factors that significantly affect performance in the work environment. With this in mind SHL has introduced the Universal Competency Framework which is measurable and applicable in every industry and organisation.