Page 119 - Company Excellence

Making progress measurable

• How important is it to have decision-making power, and what
is it measured by? What about the sales manager's ability to
work under pressure?
• And even the senior manager from the board is not left out:
What competencies does a member of the executive board
need to have in order to contribute to the realization of the
vision?

Option 1: Adopt pre-structured competency models
The discussion illustrates that the further training of managers and
employees is based on the competencies that are essential for
achieving the specified operational and strategic business
objectives. This means that the relevant competencies are defined
for each job group, for each department - be it marketing,
purchasing, administration, controlling or sales - and for each
hierarchical level. The team uses the ASSESS competency
diagnostics tool to carry out the process quickly, in a structured and
efficient manner. On the one hand, the tool offers a data bank of
already pre-structured competency models based on thousands of
evaluated job descriptions and profiles. SCHEELEN® AG has
developed 16 ready-made competency models - i.e. standard
competency models - that companies can use. Thus, in my
example above, a set of competencies is already mapped out for
the salesperson, for the sales manager, and even for the board of
directors, which the individual should possess.

Option 2: Modify competency models
The pre-structured competency models can be adapted
specifically to the company: New competencies are added, others
are removed from the set. And because ASSESS provides a detailed
definition and description of each competency, the team can
change each definition to suit the company, i.e. modify a
competency description.

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