Assessing Strategic Competencies

Do you ensure that those people implementing strategy have the competencies required?
A. No. We have no strategic plan.
B. We’ve pretty much just assigned anyone who was available to do the job.
C. We evaluate the capability of some individuals performing critical internal strategic processes.
D. We evaluate the capability of most individuals performing critical internal strategic processes.
E. We critically evaluate the capability of all key individuals performing critical internal strategic processes.
[Score: A=0, B=1, C=2, D=3 & E=4]
Why is this question important?

You need to critically assess the capability and competencies of all key individuals performing critical internal strategic processes.  Indeed this should be an on-going process as strategy evolves and changes.

This process requires strategic appraisal – and there are a range of options from ‘self-assessment’ to formal appraisal by superiors and feedback from peers, and colleagues on various aspects related to the employee’s / managers performance.

All feedback should form the basis for further up-skilling, training and development

Such assessments should provide individuals with a clear understanding of their objectives, meaningful feedback of their current competencies and performance, and detail a logical approach for further personal development.

This process should measure ‘human capital readiness’ and strategic competency gaps – these gaps in turn set the agenda for ‘human capital’ development programmes.  The aim is to develop and nurture a competent, motivated, prepared team.

Because of its importance, assessing strategic capabilities and competencies – or strategic readiness – of employees should not only be treated differently from routine performance appraisal, but should be separately conducted in a strategic performance context.