Competency Development

We use Snapshot’s interview services as a compliment, or even a replacement, to achieve the following goals.

 

1.       Functional competency definition (and competency set construction)

2.       Succession planning

3.       “sell yourself” and upward communication exercises

4.       Appraisal process optimization

5.       Interviewing techniques

 

In the absence of defined competency sets, Snapshot enables us to create a solid foundation for the development centre within the organisation.


  1. Functional competency definition (and competency set construction)

    • Questions are focused around understanding the key behavioral skills to do the job, and how they link into the day to day task list.
    • We need to be clear on 1 thing. We often work with organisations who have little or no experience of competency sets. They do not care for the academia behind a full blown competency engagement. Snapshot gives us a quick-win possibility to get value out of the people, and build some competency awareness, but we do not claim to be experts in the competency segment.
  2. Succession planning

    • Questions help us understand the profile of hard and soft skills needed to do a job well. This is intensely interesting for people who have never approached succession planning in a structured way before. The candidates are sometimes understandably confused by the fact that we are asking them for their successors, especially when we then ask them how they propose to build a successor. (Good stuff!)
  3. “sell yourself”

    • This was a fascinating piece of feedback from our group of HR professionals, the fact that in their opinion, internal people are usually pretty useless at selling themselves when it comes to internal job interviews. We have a lot of fun with this: candidates are asked to choose the job function they most aspire to, and then we roleplay the interview. It gives us great insight into their 3-5 year plan, and what they think is important for the organisation.
  4. Appraisal process optimization

    • Companies develop excellent tools for managers and employees to ensure appraisal processes. What HR often draws attention to is there is a long way between what you write, how do you deliver the message, and, in consequence what you achieve. What is more, very often there is no time and option to review the quality of the development part.

      Follow up individual snapshot interviews give extremely surprising and eye opening results. The supervisors and HR managers get a clear understanding how the employee understood the development part of the discussion and how he/she is contributing to own development as well as how the manager is perceived in this action. This extremely practical snapshot option is a must for all HR Managers and employees’ supervisor – it does in depth for you what you would simply have no chance to review, and increases the quality of people management and development.

  5. Interviewing techniques

    • The future of a company lies in the quality of their people. The responsibility of hiring is often left to the HR function, and in our opinion, while HR is definitely qualified to support in a number of ways, that are not and should not be responsible for the future success of a certain job function that they cannot hope to understand in it detail and entirety. Line managers are the people who understand the job best, and are therefore best qualified to develop the question thread to choose people who are likely to perform well. Snapshot trains the interview techniques, in line with a real time interview stream.