BLOG HOME
Century Management – Creating Business Advantage Through Strategic Human Performance Improvement
22
May 2013
Team Roles: Impression Management
Which role are you best in? How do you know? How flexible are you? Are you aware of the need to assume a role? Impressions management is the process of managing the perceptions others have of you by managing those perceptions. For example, you might conform or approve someone’s opinion to win their favour or […]
15
May 2013
Finding Your Natural Talent
Finding Your Natural Talent With half of us reportedly in the wrong career we examine competency benchmarking, a process that highlights your strengths and talents to find you the perfect job. Some 50% of all people are in the wrong job. A further 25% of on-the-job performance difficulties exist because of the inability to identify […]
10
May 2013
Getting the Right Person in the Right Job
Leadership Imperative: The Right Person in the Right Job How do you create a consistent system to get the right people in the right jobs? Consider this paradigm: If senior managers spent as much time on defining and benchmarking the job, measuring performance gaps and developing solutions for superior performance as they do on budgeting […]
08
May 2013
Job & Person Mismatch Problems
When the ‘fit’ between the person and the job is not right, all sorts of performance issues emerge. There are four primary reasons for this mismatch of person and job: 1 Poor Staff Appraisal Methods: Many people have never received an honest appraisal because most appraisals are general and lack specific feedback. Every job has […]
03
May 2013
How to Identify, Recognise and Develop Talent in Business
The following system provides a framework for identifying, recognising and developing talent in business. The first step of the process is to benchmark the job, the second step is to measure the individual competencies and the third step is to develop the skill sets to close the gaps. How we do this is charted in […]
29
Mar 2013
Turning Your Talents into Strategic Competencies
Competencies are the combination of behaviours, attitudes, values, skills, learned practices and emotional intelligence applied by effective people to deliver superior results. Your job has been benchmarked across 37 factors, and 11 talent factors have been identified as critically important. If your job could speak, it would say that these 11 factors are the critical […]
27
Mar 2013
The Competency-Based Position Survey
The competency-based position survey helps to sort out underlying ‘biases’ and get to the ‘real performance issues’. Your own ‘job experts’ use it to analyse the unique configuration of skills, knowledge, intelligence, experiences, behaviours, attitudes and beliefs required by a specific job. In the majority of cases, when you match a person who has those […]
22
Mar 2013
Job Benchmarking: Let the Job Speak
“If the job could speak what would it say are the competencies necessary for superior performance?” This is the big question in benchmarking the job and performance management. The natural tendency to focus on the applicant in an interview situation or on the person currently doing the job is a major mistake. It puts the […]
20
Mar 2013
Job Roles: Acting the Part
In life and in work you play many different roles. Even within one job you may wear different hats. For example, you may be manager of a division, responsible for five staff. At the same time, you are a team member on the senior management team. That’s a different role. In addition, a director of […]
15
Mar 2013
Key Considerations of Competencies
Key Considerations of Competencies When the competency benchmark and job definition phase has been completed it sets a platform to be used in a multitude of different scenarios such as: selection recruitment induction talent development other human capital projects Before embarking to the next phase it may be useful to consider some strategic questions as […]
13
Mar 2013
The Changing Nature of the Job
One generation ago, a job for life was the expectation. Now, you are likely to have several careers and at least 6-10 jobs in your working life. More and more people are seeing themselves, therefore, as self-employed, in attitude if not in reality, offering a portfolio of solutions to a willing, fluid marketplace. In […]
08
Mar 2013
Competency and Benchmarking
Competencies are powerful strategic driving-forces and cultural development tools. However, it is difficult to unearth and define job competencies because they represent a combination of processes, resources, procedures and technologies that are hidden from view by the products and services they helped to create and serve. Competency development is a much-abused term and has been […]
06
Mar 2013
The Leadership Competency Model
The Leadership Competency Model provides a platform to explore strategic human performance improvement and is visually displayed as follows: Defining & Benchmarking The Core Competencies Of The Job If the job could speak what would it list as the outcomes, actions, knowledge and characteristics that differentiate superior from average performance at each level? Thirty seven […]
01
Mar 2013
Competencies in the Workplace
What Are Competencies? Competencies are powerful strategic driving-forces and cultural development tools. However, it is difficult to unearth and define core competencies because they represent a combination of processes, resources, procedures and technologies that are hidden from view by the products and services they helped to create and serve. Competency development is a much-abused term […]