Comments on: Is Three a Trend? http://perceptivehrtech.com/2008/05/11/is-three-a-trend/ Insight into today's HR technology issues and trends Wed, 17 Feb 2010 17:03:22 +0000 http://wordpress.com/ hourly 1 By: Barry Johansen http://perceptivehrtech.com/2008/05/11/is-three-a-trend/#comment-117 Barry Johansen Sun, 11 May 2008 20:58:23 +0000 http://perceptivehrtech.wordpress.com/?p=51#comment-117 The integration of competencies must start before we work to integrate our technologies. A well integrated talent management system must be founded on solid job and competency models, otherwise we run the risk of simply automating a bad process (Insert you're favorite metaphor: "Old wine in a new bottle, garbage in, garbage out, creating bad data faster......"). The good news is that when organizations start to explore the advantages and leverage that can be created by an integrated strategic human capital management system, the underlying problems become obvious. Organizations are forced to re-examine the philosophy, assumptions, and processes, as well as how technology can integrate and enable these factors. It would be hard to overstate the importance of a solid competency model as the foundation of this process. Everything we do in terms of strategic human capital management--recruiting/selection, performance management, learning & development, succession planning, and compensation management relies on a well defined job and competency model. Building a competency & job model is not a trivial exercise and takes time. While it is possible to buy a job model and/or competency library, most are limited in scope (for example, limited to "leadership"). To gain full advantage of a strategic and integrated HCMS any purchased model will need to be adjusted to fit the unique needs of the organization and, in many cased, expanded to encompass additional roles and functions. Ideally this should be done before a strategic/integrated HMS is selected and launched. The integration of competencies must start before we work to integrate our technologies. A well integrated talent management system must be founded on solid job and competency models, otherwise we run the risk of simply automating a bad process (Insert you’re favorite metaphor: “Old wine in a new bottle, garbage in, garbage out, creating bad data faster……”).

The good news is that when organizations start to explore the advantages and leverage that can be created by an integrated strategic human capital management system, the underlying problems become obvious. Organizations are forced to re-examine the philosophy, assumptions, and processes, as well as how technology can integrate and enable these factors.

It would be hard to overstate the importance of a solid competency model as the foundation of this process. Everything we do in terms of strategic human capital management–recruiting/selection, performance management, learning & development, succession planning, and compensation management relies on a well defined job and competency model.

Building a competency & job model is not a trivial exercise and takes time. While it is possible to buy a job model and/or competency library, most are limited in scope (for example, limited to “leadership”). To gain full advantage of a strategic and integrated HCMS any purchased model will need to be adjusted to fit the unique needs of the organization and, in many cased, expanded to encompass additional roles and functions.

Ideally this should be done before a strategic/integrated HMS is selected and launched.

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