When we talk about making “Management” we are assuming that we will: identify needs, define indicators, evaluating and planning improvement actions in companies and, consequently, in the skills of professionals who will be in front of the improvements. So do “Management Skills” means taking actions to enhance the explicit knowledge (those acquired by formal studies) and tacit (acquired with practice in the workplace and in life experiences). In addition, behaviors should be encouraged linked to: manage, organize, plan and lead a project, and improve relationship skills with peers, customers and suppliers.
The Competency Management also requires an in-depth study of the company’s strategies, its values and its medium and long-term vision, that is, where to get and how soon. For example: “We want to increase the sales of X to Y in two years.” “We want our growth to be organic or through acquisition or merger with another company?” “Training leaders is vital to our growth – we want to strengthen our leadership.”
The experience of several years on the job in companies has revealed many professionals in leadership positions who do not have long-term vision of the knowledge of your organization, or who know vaguely. These same professionals often do not know what will be required of them and often overloaded with operational functions, oblivious to what happens related to strategic aspects that influenciama vitality of the business. The work environment becomes stressful, with low energy and motivation and, often, the company loses its best professionals.
The Competency Management system needs to be seen as a good resource for the company and its employees, it serves to align strategies and organization of clear guidelines skills required of its employees to achieve them. Come to challenge people to process and change, to grow, to improve themselves and to invest in their own development.
This is therefore a two-way process: the company invests in its employees, improves communication and the professional begins to know clearly what is expected of him. It is a learning movement in the direction of the company and its leaders, which now include in your routine continuous exercise feedback, recognizing the achievements and a joint effort correcting direction whenever necessary.
In addition, the Competency Management system also stimulates the career self-management and feeds many other sub systems of people management, such as training, compensation, promotion and succession.
As you can see, “Management Skills” is a complex challenge that requires performance of experienced professionals, with a systemic view of business. These professionals should conduct semi-structured interviews, analyze processes and results and be able to extract evidence that give support to medium and long-term development plan to be drawn with each employee.
The Mereo Consulting, has a strong presence in the development of the management of aid systems and has the indicators of monitoring software – MereoGR – support the Competency Management that allows the monitoring of individual development plans, which promotes agility and reduces the subjectivity through statistical reconciliation of data collected.
Based on the implementation of the meritocratic model, where the hierarchical positions and compensation are based performance, competence, talent, effort and especially in the delivery of results, the MereoGR becomes the right tool to monitor results.
Author: Janua Coeli Gonçalves Nogueira
Senior Consultant – Consulting Mereo