A favorite TV show of mine, Alias, focused on Sydney Bristow (played by Jennifer Garner – love, love, love her). She is a spy extraordinaire. Each episode saw her use those spy skills across the globe ruining various terrorist and extremist plans. To be sure, she was not just thrown into those missions without preparation. Besides a very helpful team, she was constantly developing her competencies— mastering new languages, learning advanced tech skills, adapting to high-stakes environments and more. Her ability to navigate complex situations, many times happening on the fly, stems from deliberate, ongoing skill development.
And while we may not have spies in our organizations (I left the door wide open for comments on that!) our employees still need tailored opportunities to grow and succeed in their roles. Organizational development isn’t just a box to check; it’s the backbone of sustainable growth and adaptability.
Why does competency development matter so much in talent management? For starters, it equips employees to meet the challenges of a rapidly shifting business environment. Technology is advancing at a breakneck pace, customer expectations are shifting, and industries are becoming increasingly interconnected. Without the right competencies, even the most motivated employees can find themselves struggling to keep up. Investing in these areas ensures not only that employees can perform their current roles effectively but also that they’re prepared for what’s next. Isn’t that what we often are asking for – opportunities to build the future?
One of the key benefits of focusing on competencies is the alignment it brings across the organization. When clear expectations are set regarding what “competence” looks like for each role, it fosters a shared understanding among teams and departments. Employees know what’s expected of them, managers can better guide their teams, and leadership has a clear roadmap for organizational development. This alignment creates a cohesive culture where everyone is moving toward common goals.
Further still, competency development is a catalyst for employee engagement and retention. Today’s workforce craves growth opportunities (yes, I know, some want promotions daily…), but often employees just want to feel that they’re making a difference while advancing in their careers. By offering targeted learning and development programs, organizations signal to their employees that they are valued. This builds loyalty, reduces turnover, and ultimately saves the company significant recruitment and training costs.
We also need to be advocates of fostering innovation. By investing in and equipping staff with diverse skill sets and the confidence to use them, they’re more likely to think creatively and propose innovative solutions. What if we had an employee population that didn’t just execute strategies, but also contributed to shaping them. This is particularly important in industries that are experiencing disruption or are on the cusp of transformation. Companies that prioritize such competency development are better positioned to lead rather than follow.
It’s not enough to offer generic training programs or rely on annual performance reviews to identify gaps. It begins with defining the core competencies needed at every level of the organization—from entry-level positions to leadership roles. These competencies should be aligned with the company’s mission, vision, and values, as well as its long-term goals. It is likely that an organization will need to leverage tools such as skills assessments, personalized development plans, and continuous feedback mechanisms to determine some of these competencies as well as then track developmental progress. Use technology as a tool here, not as a substitute for creating a culture of learning. Listen to the marketplace. Keep an eye on process advancement. Ask employees what they see. Pick the brains of management and executive leadership. There are many resources already at the ready.
While it may be the most exciting to build competencies for CIA operatives like Sydney Bristow, each employee within our care should have the opportunity to grow and develop. Perhaps you would like to show off the high kick to the face method from Alias, but that skill development might just get you sued. Stick to those competencies that really matter for success in the role.