Every company has a strategy, or at least an idea of what it wants to achieve. If the strategy is precisely defined and communicated, a basic concept of the required resources and competencies can be derived from it. Because, the right employees are actually valuable resources for the success of a company and its strategy – as underlined by the commonly-used term “human resources” . This makes it all the more important to draw up competence profiles prior to recruitment and staff appraisals that cover more than just formal qualifications and further training. After all, companies don’t buy just any machine or software, but one that best fits the requirements.
Let’s take an example: Your strategy is to be a trendsetter in your field and you want to drive this forward through innovation. Then the question is where these innovations will come from. From your own research? From other companies from whom you buy ideas or patents? From young talents? In any case, the path you take will affect the competence profiles of the employees who accompany the process in the company. For example, you will need talented researchers if everything is to come from your own company. Or experienced lawyers and consultants to support you in purchasing innovative products and ideas. Or young people who speak the same language as their peers in start-ups or research projects.
So take enough time to define detailed competence profiles and rethink your organisational structures to make sure everything is consistent. This will enable you to be a leader in your market and not a follower.
If you would like me to define competence profiles and organisational structures for you – I’d be happy to do so!