Identify Competencies You Can Transfer to Other Skill Sets

Most leaders understand that there are great similarities between multiple types of employee specialists within a department. This would mean that certain skill sets can be easily transferred to others. It also indicates that certain skill sets will be easier to learn if the individuals are using mentally aligned skillsets. In other words, some specialists (within certain specialties) can increase their competence (within other specialties) with a greater degree of ease and a higher level of competence than others. In the matrix below you will see examples of differences between some marketing specialties. Obviously they will not pertain to your departmental makeup, but use the ideas as an example to help you see how skills can be transferred interdepartmentally – IF the behaviors and values are similar.

Executive

Manager

Branding

Specialist

Analytics

Research

Content

Specialist

Website

Specialist

Email

Specialist

Direct

Mail

Search

Specialist

Social

Media

Executive

Manager

Excellent

Very Good

Good

Fair

Poor

Good

Fair

Poor

Branding

Specialist

Excellent

Very Good

Fair

Fair

Poor

Good

Fair

Poor

Analytics

Research

Very Good

Very Good

Poor

Fair

Poor

Good

Poor

Fair

Content

Specialist

Good

Fair

Poor

Good

Poor

Very Good

Good

Good

Website

Specialist

Fair

Fair

Fair

Good

Fair

Fair

Good

Good

Email

Specialist

Poor

Poor

Poor

Poor

Fair

Fair

Poor

Good

Direct

Mail

Good

Good

Good

Very Good

Fair

Fair

Fair

Fair

Search

Specialist

Fair

Fair

Poor

Good

Good

Poor

Fair

Fair

Social

Media

Poor

Poor

Fair

Good

Good

Good

Fair

Fair

 

The key in this process is to identify the key mindsets you need for competency development. This requires you to understand your customer needs as mentioned in the previous blog (managing with a SMART system). You will never hire the perfect person, so when selecting a person for a position consider their competencies, how well they fit their makeup, and how adept they might be at further competency development.

Competencies must be managed and developed if you want your department to maximize its potential and increase ROI. Task assignment and monitoring is not rocket science; this is why there many people employ this approach. It is the progressive manager who goes beyond the management process and becomes a leader.

Leaders know that there is always more to do. They know instinctively that just because an individual has competence in search doesn’t mean they cannot become even more effective at search. They are aware the same skills that allow for strength in search can also improve their ability to broaden their competency base, as well as deepen their present skills.

The reality is typical employees do not know where to broaden their skills. Most do not know they have capacity for development in other areas. You must research data on your employees in the same way you research data for optimizing webpages and identifying buyer personas.

Hiring competency is only the beginning, and managing competencies is not a compete answer. Don’t try to simply broaden your department – make it deep.