Ensuring all workforce strategies are aligned across all units to achieve organizational objectives.
The purpose of competency alignments is to make sure that all workforce implementation strategies are based in part on developing the skills of the workforce.
The IMPLEMENTATION TACTICS that were set up by doing the activities of FUNCTIONAL CAPACITIES in the STANDARDIZED PHASE need to be changed to support the organization's focus on developing workforce competencies. At the STANDARDIZED PHASE, activities related to the workforce that had been mostly focused on unit concerns are changed to include concerns that are strategic for shaping the organization's workforce and the workforce competencies that are needed in the workforce. As a result of putting an organizational focus on how workforce activities are done, the way activities are done should become more consistent across units and help the organization get and keep the skills it needs from its workforce.
The organization's workforce activities are done by using a defined, consistent set of workforce IMPLEMENTATION TECHNIQUES that can be changed to fit different workforce competencies. These COMPETENCY ALIGNMENTS can also be changed so that they can be used in different units or places.
Both the organization and its units change their IMPLEMENTATION TACTICS for recruiting to meet the strategic workforce plan's requirements for workforce competencies. The group works with possible sources of qualified candidates to increase the number of applications from people who are good at relevant workforce competencies. The ways people are chosen are designed to test their knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS. TALENT ACQUISITION decisions are made in part based on how well a person can do the skills needed for the new job and for possible future jobs.
Units make performance goals that will help develop the skills of the workforce over time. Individuals include COMPETENCY DEVELOPMENT in their performance goals. Feedback on the development and use of workforce competencies is part of the periodic discussions of work performance.
The organization's TALENT RETENTION strategy and IMPLEMENTATION TACTICS are set up to encourage growth in the competencies of its workforce. TALENT RETENTION changes are based in part on how well workers develop and use their skills. For excellent development or use of workforce competencies, recognition and rewards can be given. 2.5.1.
Integration Conditions.
2.5.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: Relevant organizational policies help the organization's employees get better at what they do.
In the ORGANIZED PHASE, when an organization is ready to use COMPETENCY ALIGNMENTS, it usually changes policies that were put in place at the STANDARDIZED PHASE to address issues that are important to the competency focus of the organization's workforce IMPLEMENTATION TACTICS.
Among the things that these policies usually cover are:
Recruiting activities focus on the most likely places where candidates can be found who are already good at or have the potential to be good at the organization's workforce competencies.
The organization's activities for its employees are designed to keep them motivated and help them improve their skills.
Part of the selection process is figuring out which candidates have the best skills and most potential in terms of the organization's workforce competencies.
IMPLEMENTATION TACTICS that were set up by doing the activities of FUNCTIONAL CAPACITIES in the STANDARDIZED PHASE need to be changed to support the organization's focus on developing workforce competencies. At the STANDARDIZED PHASE, activities related to the workforce that had been mostly focused on unit concerns are changed to include concerns that are strategic for shaping the organization's workforce and the workforce competencies that are needed in the workforce. As a result of putting an organizational focus on how workforce activities are done, the way activities are done should become more consistent across units and help the organization get and keep the skills it needs from its workforce.
The organization's workforce activities are done by using a defined, consistent set of workforce IMPLEMENTATION TECHNIQUES that can be changed to fit different workforce competencies. These COMPETENCY ALIGNMENTS can also be changed so that they can be used in different units or places.
Both the organization and its units change their IMPLEMENTATION TACTICS for recruiting to meet the strategic workforce plan's requirements for workforce competencies. The group works with possible sources of qualified candidates to increase the number of applications from people who are good at relevant workforce competencies. The ways people are chosen are designed to test their knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS. TALENT ACQUISITION decisions are made in part based on how well a person can do the skills needed for the new job and for possible future jobs.
Units make performance goals that will help develop the skills of the workforce over time. Individuals include COMPETENCY DEVELOPMENT in their performance goals. Feedback on the development and use of workforce competencies is part of the periodic discussions of work performance.
The organization's TALENT RETENTION strategy and IMPLEMENTATION TACTICS are set up to encourage growth in the competencies of its workforce. TALENT RETENTION changes are based in part on how well workers develop and use their skills. For excellent development or use of workforce competencies, recognition and rewards can be given. 2.5.1. Integration Conditions.
2.5.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: Relevant organizational policies help the organization's employees get better at what they do.
In the ORGANIZED PHASE, when an organization is ready to use COMPETENCY ALIGNMENTS, it usually changes policies that were put in place at the STANDARDIZED PHASE to address issues that are important to the competency focus of the organization's workforce IMPLEMENTATION TACTICS.