Page 120 - Company Excellence

Part II: Chapter 3 ‐ The Competence

Option 3: define new competence model
The company can develop a completely new competency model
by individually defining and describing the necessary competencies
in free discussion with the help of a competency library.

The company finally decides,

• Develop a new competency model for the top salesperson,
• for the sales manager to use the standard model provided
by the system, and
• for the senior manager to slightly modify the standard model.

All this is done with the help of ASSESS - that is why the ASSESS
expert is involved in the process, supporting the competence
identification team, moderating the discussion and documenting it.
The team should be able to concentrate on the exchange of
arguments, so that at the end of the process the competence
models necessary to achieve the company's goals are determined.
In this process, the team is often guided by the respective
characteristics that the successful managers and employees
possess: What distinguishes them from their more average
colleagues? What makes them successful, what results do they
achieve that the others do not, and for what reasons? Furthermore,
the software prompts the team members,

• Reduce the competencies of the competency library by
those that are not so important for business development,
• To take out overlapping competencies,

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