Job Rotation Programs

Are You Aligning Your Strengths with What Your Organization Values? A few years ago, a talented professional, came to me feeling frustrated. Despite her hard work, she wasn’t moving forward in her department. After a core competency analysis, we discovered the reason: She excelled in technical skills, but the company placed heavy emphasis on leadership, initiative, and innovation—areas where she wasn’t fully demonstrating her potential. To fix this, we crafted a plan to develop these core competencies. We assigned her small team projects to build leadership experience, and encouraged her to share her innovative ideas. Within six months, she was recognized as a natural leader, and new opportunities started opening up for her. 🌱 📊 Here’s How You Can Assess Your Organization’s Core Competencies: 👉Review Job Descriptions: Look at the required skills for your current and aspirational roles. Companies often include key competencies in job postings. 👉Pay Attention to Company Culture: Observe what behaviors are praised and rewarded—this is often a reflection of the core competencies the organization values. 👉Engage with Leadership: Ask for feedback and guidance on what the organization sees as vital for success in your role. 👉Study Performance Reviews: Look at what’s being measured in performance evaluations—this will reveal the competencies your company values most. 💡 Key Action Points: 🔆Assess the core competencies your organization values most. 🔆Identify where your strengths align with those competencies. 🔆Take proactive steps to develop in-demand skills like leadership and innovation. Feeling stuck in your role? It might be time to reassess your competencies and align your strengths with what the organization values. Start today and unlock new opportunities! #Leadership #CareerDevelopment #CoreCompetencies #Innovation #Initiative #ProfessionalGrowth #LeadershipSkills #CareerAdvancement #SkillDevelopment #LearningAndDevelopment

Recruiters! Ever had hiring mangers with different ideas of what good looks like? And all your candidates fall through the cracks because nobody can meet everyones personal criteria? Here's how to fix that 👇 First lets define terms : Success criteria are the measurable outcomes that define what it means to be successful in a role. They are tied to specific results, goals, or achievements expected of an employee. Competencies are the underlying skills, knowledge, behaviours, and attributes required to perform effectively in a role. They are about how an employee performs their job, rather than the results they achieve. 1️⃣ Requirement Gathering - You need to take the ambiguous requests and turn them into SPECIFIC success criteria. - Start with outcomes. What outcomes the successful candidate should achieve. this is more objective than "should have gravitas" so is a good place to start. - If its not outcome oriented, specific, time bound and measurable, it doesn't qualify as a success criteria. 2️⃣ Use the success criteria to define competencies - Candidate oriented. What specific skills & behaviours are needed to achieve the success criteria - Avoid defaulting to years experience. It's handy for sourcing but experience isn't a competency, its a very rough proxy for competency. 3️⃣ Questions - Design 2-3 competency based questions for each competency. - Do this with or have the hiring manager review the questions for feedback 4️⃣ Review guidelines - Create review guidelines for each question. - A RAG chart with an example of an answer that fails, meets and exceeds the expectations f the question is suer useful - Again, work with the HM for feedback on the review guidelines. - You can actually use the review guidelines as a scorecard if you don't have an ATS by highlighting each questions and your score for each answer. This gives you specific criteria, in an unbroken logical chain from the hiring manger right through to the recruiters on screening calls. Its enormously valuable, saves tons of time and money, and it's free. Oh also, there's a full video of me doing it, a link (in comments) to an example and a series of GPT prompts to help you first draft it. You're welcome. How about you? any horror stories of unaligned stakeholders schmutzing up your lovely candidate experience? Tell me in the comments! ----------------------------------------------------------------------- Hi 👋 I’m Luke. I empower recruiters with data. Want to get data-driven for free? Link in the comments for my free weekly newsletter. #recruitment #recruiting #recruiters #talentacquisition

I spent months developing a tool for HR professionals. Everyone kept asking me the same thing: "What competencies do I need to succeed in HR?" Through countless conversations and deep research, I uncovered a big gap. Competency profiles exist for many roles, but HR was largely overlooked. With invaluable input from HR leaders and professionals, I created the HR Competency Matrix. This wasn’t just another project for me. It was a mission to elevate HR careers. And now, it's ready for you. Here’s what the HR Competency Matrix offers: → Assess your current competencies. → Identify areas you need to improve. → Check if you're operating at the right level. → Build a roadmap for career progression. This tool is user-friendly and designed in Google Sheets for easy tracking. Just copy it to your drive, and you're ready to embark on your career growth journey. If you’re an HR professional aiming to enhance your skills, this could be a vital resource for you. Transforming your career doesn’t have to be daunting. Start your journey today with a clear roadmap. What competencies are you focusing on? #HumanResources #CareerGrowth #HRTools #CompetencyDevelopment #HRLeadership #ProfessionalDevelopment Check this link to get started. https://lnkd.in/dSZjs2H3

🧭 Everyone wants strategic enablement. But you can’t scale what you haven’t defined. In most organisations, enablement is a paradox: 👀 From the outside, we’re seen as trainers. 🗂️ Internally, we act as project managers. 🤝 Strategically, we’re business partners… but only when asked. As a result: ❌ Roles get blurred ❌ Skills get undervalued ❌ Responsibilities get dumped ❌ Career paths get blocked I’ve seen it across scale-ups and enterprises alike – teams unsure where enablement starts, stops, or what it truly owns. So I decided to pull everything together. Months of research, dozens of interviews, and every article I’ve written on this topic. 📍 Introducing the Sales Enablement Roles, Skills & Responsibilities One-Pager – a visual companion for anyone building, scaling, or operating within an enablement function. Created to bring clarity across the board. --- Here’s what’s inside👇 🗺️ Sales enablement career path → Visual roadmap of common roles → First-hand career stories from real practitioners 🧠 Key skills by role → Full skillset mapped across roles → Visual split of strategic vs. executional competencies 📆 Day-in-the-life snapshots → Realistic daily flows for Specialist, Manager, Director → Understand how each role actually operates 📄 Full job description library → Includes Specialist, Manager, Director, Programme Manager, Trainer, Coach → Each with responsibilities, must-have skills, and desirable traits --- Who’s this for? 🔹 Enablement pros mapping their growth 🔹 Enablement leaders building or scaling a function 🔹 People hiring for enablement roles 🔹 Professionals looking to break into enablement 🔹 RevOps & revenue leaders hiring or defining enablement --- 📌 Want the high-res sales enablement roles & skills one-pager + free access to my Enablement Competency Assessment? Comment “enablement roles” below and I’ll DM them to you. Let’s stop guessing what enablement is. Let’s define it – and design around it. ✌️ #business #sales #salesenablement

Don’t bury competencies in your HR portal They’re miles more than a document They’re the golden thread across your entire resource life cycle Yet when I ask to see them… ❌ They seldom exist ❌ Or they’re out of date ❌ Or they’re buried somewhere The world is changing rapidly: = Markets are shifting = Businesses must adapt = Procurement must pivot = Skills must be up to date …which means competencies can’t be static They need to be continuously upgraded and actively used Here’s how to apply them at each stage: 1. Organisational Design → Align procurement competencies to business strategy → Define roles based on required competencies, not job titles → Map capability gaps to shape team structure and layers 2. Resourcing → Forecast future needs based on competencies, not just headcount → Balance internal training vs recruitment to cover competency gaps → Allocate budget to roles that drive strategic competencies 3. Recruitment → Build job descriptions around competencies, not just tasks → Use competency-based interview questions for assessments → Score candidates against a consistent competency framework 4. Onboarding → Introduce the competency framework early → Tailor onboarding plans to individual’s competencies → Align objectives linked to competencies 5. Training & Development → Build learning pathways mapped to competencies → Tailor development plans to competencies → Use stretch assignments to develop specific competencies 6. Performance Management → Use competencies to define clear expectations by level → Provide structured feedback linked to competencies → Calibrate performance vs the competencies 7. Promotional Process → Define promotion criteria based on demonstrated competencies → Use competencies for both performance and potential mapping → Ensure consistency using a shared competency benchmark 8. Vacancies & Exit Interviews → Use competencies to give feedback for those released → Analyse exits to identify systemic competency gaps → Feed insights back into hiring and development plans They should act as the golden thread that connects: ➡️ How you design roles ➡️ Who you hire ➡️ How you develop people ➡️ How you measure success ➡️ Who you promote ➡️ And who you release Don’t bury them ‘somewhere’ in the depths of your HR Portal 🌟 Create them and use them 🌟 Frost Procurement Adventurer ♻️ If this resonates, please repost 🔔 Follow Simon Frost for more on procurement competencies & training

Based on European Union Agency for Cybersecurity (ENISA)’s Technical Competence Requirements for #CRA Notified Bodies As the #CyberResilienceAct moves toward implementation, one key issue is becoming clear: trust in #conformityassessment will depend heavily on the #competence of the people performing it. Preeminent #takeaways: • CRA Notified Bodies will need more than formal accreditation: they must demonstrate role-specific technical competence for conformity assessment of products with digital elements. • Competence requirements cover several key roles: evaluators, lead evaluators, evaluation teams, personnel preparing evaluations, and personnel reviewing reports and making certification decisions. • Core knowledge areas include #cybersecurity principles, #securedevelopment, #vulnerabilitymanagement, #riskmanagement, #cryptography, #legal/#regulatory #requirements, and #conformityassessment rules. • Module B and Module H require different competence profiles: product evaluation, testing and inspection capabilities are central to Module B, while quality assurance systems and auditor competence are critical for Module H. • Evaluation teams must collectively cover product-specific technical knowledge, including the relevant product field, technology, business sector, and CRA product categories. • Reviewers and decision-makers must be independent from evaluation teams, while still possessing sufficient technical and conformity assessment knowledge to validate outcomes. • #Education alone is not enough: practical experience, role-based training, on-the-job assessment, and potentially personal certifications should be used to demonstrate competence. • #Flexibility is essential: equivalent professional pathways should be recognised, especially given the relative novelty of cybersecurity conformity assessment. • Competence management must be continuous, not a one-off check before notification or accreditation. • These high-level competences will need to be complemented by product-specific competences linked to the harmonised standards currently under development. The main message is clear: effective CRA conformity assessment will depend on robust, demonstrable, and continuously managed competence across the entire #CAB #lifecycle. https://lnkd.in/d6XY3Fif

Stop drowning in the STAR method. Job seekers are getting lost in the frameworks - obsessing over memorizing millions of perfect STAR/SOAR/CAR stories... Hours and hours of prep - only to miss the mark when it comes time to interview. If you're there - I get why you're doing it. You're focusing on what you can control. But please know, if you're over-indexing on them, the frameworks are hurting you. ❌ You freeze up. ❌ You scramble for the “perfect” answer. ❌ You get stuck in your rolodex of stories instead of actually listening to the question. Creating 20+ page documents full of fully scripted career stories isn't the best prep plan. We can do better. Try this instead: STEP 1: Figure out what competencies they’re evaluating. What does someone actually need to be great at this job? What challenges might this team or company be facing? (But Sarahhhh, how am I supposed to know that?!) 🔮 Analyze the job description to spot the themes. 🔮 Find an insider. Ask the recruiter or someone at the company for insight. STEP 2: Map your experience to those competencies. Loosely! Frameworks are helpful, but stories that align with the role and company’s actual needs win every time. Focus on what's important to them & how your experience aligns. Use their language. Bullets beat scripted answers. Every time. STEP 3: LISTEN. & actually answer the question. Sounds simple, but most people miss this. In the interview, PAY ATTENTION. Hear their question, take it in & figure out what competency they’re testing for. Share your aligned experience. Again, be sure you're answering the question. No overthinking. No scrambling. Just mapping your experience to what they actually need. That’s how you really ace a behavioral/competency-based interview. Want to do a mock interview & get live, actionable feedback? Book a session with me here: https://lnkd.in/dsU5aRWU -- Follow me, Sarah Goose, for job search strategies that work. ♻️ Share & repost to help your network

🧭 How Do We Ensure Competency Assessments Align with an Organization's Overarching Goals? This is not just a question, it’s the very reason 'AssessPro' exists. The next topic I explored in the recent episode of my podcast was how competency frameworks are only meaningful when they reflect where the organization is headed, not just where it is today. Aligning competency frameworks with a company’s overarching goals transforms them from theoretical models into powerful, strategic tools that drive meaningful talent decisions. At AssessPro, we don’t believe in a one-size-fits-all approach to competency assessment. Our journey with every client begins by deeply understanding their context, vision, and strategic direction. Here’s how we do it: ✅ 1. Decode the Vision & Mission We start by studying the organization's vision and mission statements to understand the why behind what they do. ✅ 2. Leadership Focus Group Interactions We conduct focus group discussions with the CEO or their N-1 leaders to uncover short-term priorities and long-term aspirations. This gives us clarity on the critical competencies required to meet these goals. ✅ 3. Functional Alignment Next, we meet with department heads, analyze JDs, KRAs, and KPIs, and study role-specific expectations. This ensures that both core and job-specific competencies are identified in alignment with business deliverables. ✅ 4. Industry Benchmarking We also evaluate industry standards and benchmarks, helping organizations stay competitive in evolving talent ecosystems. ✅ 5. Build a Tailored Competency Framework The outcome is a customized competency framework, one that isn't theoretical, but grounded in the company’s goals, language, and performance metrics. 💡 Context is Key The same competency may mean different things in different contexts. 👉 For a startup, innovation may mean rapid experimentation and disruptive thinking to break into new markets. 👉 For a mature enterprise, innovation could mean enhancing efficiency within existing structures or introducing new technologies to optimize operations. In both cases, the word 'Innovation' is the same but the behavioral indicators and expectations differ greatly. 🎯 That’s why our frameworks are rooted in reality, not buzzwords. Because when competencies are defined with clarity and in context, assessments become powerful tools for talent decisions, leadership development, and succession planning. #CompetencyFramework #StrategicHR #AssessPro #TalentAlignment #LeadershipDevelopment #PerformanceWithPurpose #OrganizationalSuccess HROne Pulkit Joshi

How Do We Know That Our Dental Students Are Competent and Ready to Perform Certain Procedures on Patients? Having been in dental education for over three decades, I frequently ask myself: “Is this dental student ready to prepare a crown for this patient?” or “Is this resident ready to perform a full-mouth rehabilitation?” These are critical questions that define the safety and quality of care our students provide. Systematically, we rely on competencies and assessments to evaluate whether a learner—whether a predoctoral student or a resident—is ready to perform specific patient care procedures. However, dentistry is not a one-size-fits-all discipline, and different procedures require different benchmarks for competency. For example: • A student learning crown preparation might require six to eight or more practice attempts on a typodont before demonstrating competency. • Intraoral scanning might require three to five attempts on live patients to become efficient. • Tooth polishing, a simpler procedure, may only require one or two practice sessions before competency is achieved. Thus, applying a uniform competency threshold across all procedures can be misleading. If a program uses a rigid numerical requirement (e.g., “X number of procedures = competency”), it risks shifting the focus away from true skill development and progression. Instead of promoting growth and refinement of skills, it creates a checkbox mentality where the learner and faculty may mistakenly assume that completing a fixed number of cases equates to readiness. The Case for Entrustable Professional Activities (EPA) A more effective way to assess readiness is through Entrustable Professional Activities (EPA)—a framework that evaluates a learner’s ability to independently perform a task based on real-world observation rather than just a predefined number of attempts. EPAs consider: • The context of the procedure • The student’s decision-making process • The complexity of the case • The supervising faculty’s confidence in the learner’s ability to perform the task safely and effectively This approach shifts the focus from just completing a requirement to demonstrating competency in a dynamic, patient-centered way. How Should We Implement This? 1. Define clear EPA guidelines for key procedures that align with patient safety and clinical complexity. 2. Encourage progressive assessment, allowing students to develop skills at their own pace while ensuring readiness at every stage. 3. Integrate faculty calibration so that evaluators consistently assess readiness and entrustability. 4. Use technology and data analytics to track skill progression beyond just a number of completed procedures. Ultimately, competency in dental education should not be about rigid numerical thresholds but about ensuring that students are truly entrustable to perform patient care with confidence, skill, and safety. #DentalEducation #CompetencyBasedEducation #EntrustableProfessionalActivities

This paper is a helpful reminder that occupational performance in tactical populations is not predicted by one single fitness quality or one universal test. Orr and colleagues found that aerobic capacity, muscular strength, muscular endurance, power, anaerobic capacity, and agility were all associated with occupational task performance across military, law enforcement, and firefighter populations. Their conclusion was not that one assessment should replace another, but that a wide range of fitness assessments may be needed because the physical demands of tactical work are broad and highly specific to the environment and role. That finding matters because job performance is not just “fitness” in a general sense. A firefighter, police officer, soldier, or other tactical professional may need to run, carry, drag, lift, climb, change direction, sustain work, and repeat high intensity efforts under load. The paper highlights that occupationally specific tasks, such as casualty drags, loaded carries, stair climbs, manual handling tasks, and job simulation tests, can provide valuable insight into whether fitness qualities are transferring toward real occupational demands. This is one reason I am an advocate for a tiered approach to assessment. We need to isolate specific physical capacities first, such as strength, aerobic capacity, upper body endurance, power, and anaerobic capacity, so we understand what qualities are present, deficient, or responding to training. Then we need task specific assessments that move closer to the demands of the sport, job, or operational environment. Finally, when possible, we should monitor performance in the job itself. All three tiers matter. If we skip the first tier and only look at simulations or job outcomes, we may see the result, but we lose the ability to understand the mechanism, training application, and training efficacy.