Increasing complexity in the pharmaceutical landscape requires a broad array of skill, sophistication, and specialization. These must be reflected in the organization’s competency models, the backbone of progressive talent management practices. Clear, specific behavioral competencies are an important foundational element of targeted talent selection, development, and coaching practices. When competencies are not explicitly stated, this leads to role confusion and an inability for leaders to effectively coach team members to improve performance.

When competency models are not updated to reflect changing business needs, they are frequently shelved or not used as intended. If models are out of date or too generic, there are negative implications for performance management, learning design, development strategies, and other HR practices. At WHL we have a disciplined approach for developing competency models. We want to know how the competencies will be used, how they will be cascaded throughout the organization, and how they link to other HR processes. We consider not only the roles today, but how those roles will change and the future requirements. This helps to future proof your competency models. We also ensure the competencies are simple enough to understand and can be observed, measured, and developed. Our competency models are customized to meet the unique needs of your organization. Our approach has been refined and proven over 25 years to ensure greater success.


Wendy L. Heckelman
Author:
Wendy L. Heckelman

Dr. Wendy Heckelman, president and founder of WLH Consulting, Inc. has 25 years of experience working with Fortune 100 industry clients. These include pharmaceutical, biotech, health care, consumer products, financial services, and distribution service organizations. Wendy has also worked with international non-profit organizations and growing entrepreneurial companies.

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