Organisational behaviour
Competency acquisition analytics
Competency acquisition analytics is the process of assessing how well or otherwise your business acquires talent.
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Competency acquisition analytics vs Core competency analytics
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Core competency analytics
Core competency analytics is the process of identifying what your core competencies are so that you may exploit them to the full.
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Review acquisition performance at least annually and whenever strategy changes the capability profile. The analysis should test both whether demand was defined accurately and whether gaps were closed at acceptable cost and quality.
Review core competences at least annually and whenever strategy, technology or key personnel change. Without a capability map, an organisation may discover only after someone leaves that critical knowledge was concentrated in that person.
Extracted signals
Strengths, limits, and pitfalls.
Competency acquisition analytics
- Trace each critical competency from requirement through assessment to post hire proficiency. Without that closed loop, recruitment metrics measure activity rather than capability acquired.
- Measure current supply and forecast demand by role, location and time. Prioritise gaps by strategic importance, urgency and difficulty of acquisition. For each priority, compare build, buy, borrow, redeploy and automate options.
Watch for
- Do not build a vast generic catalogue. It makes assessment burdensome and hides the few scarce competencies that actually constrain strategy.
Core competency analytics
- Map the people and knowledge behind every candidate competence. The exercise can reveal waste and inefficiency, but its greatest value may be identifying a fragile dependency before departure or retirement turns it into a strategic failure.
- Map every important activity from initial development to delivery. For each step, identify the people, knowledge, technology, relationships and routines that enable strong performance. Add evidence such as quality, speed, cost, customer benefit and competitor comparison; a popular internal belief is not sufficient.
Watch for
- Do not confuse a successful product, broad function or star employee with an organisational competence. If critical engine knowledge exists only in one experienced engineer’s head, the capability is concentrated and vulnerable rather than securely embedded.
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Related templates.
Contract Closure ProcedureContract Closure Procedure Purpose. Use this procedure to close a programme contract only after confirming that contractual duties, deliverable decisions, financial obligations, unresolved matters and records have been addressed. The signed closeout record should show what was accepted or rejected, what remains subject to follow-up and who authorised closure. Application. The contract and applicabStaffing Management PlanStaffing Management Plan Purpose. Use this plan to define the programme's human-resource needs and the timetable for acquiring, deploying, developing and releasing people. It also establishes roles, recognition, compliance and safety controls while addressing competition for scarce competencies. Application. Prepare it early and refine it as programme work and required competencies are progressiveStakeholder RegisterStakeholder Register Purpose. Use the stakeholder register as the programme's controlled, evolving record of the people and groups who participate in, influence or are affected by the programme. Start from the business case and initial stakeholder identification, refine it during planning and keep it current throughout execution. Appropriate extracts may support the stakeholder engagement and commChange Request FormChange Request Form Purpose. Use this form to capture a proposed programme-level change before evaluation and decision. Application. Submit one form for each distinct request, assign a unique identifier and connect it with the change request log. Component teams should follow their own control process and escalate changes whose effects extend to programme strategy, benefits, scope, schedule, cost,