Skills Frameworks enhance your listening ability

Skills frameworks have the potential to make it possible for you to give yourself and your organization a good listening to and allow you to:-

Delineate precisely what you want a role to produce in terms of outputs
Identify the skills required to produce those outputs
Focus your recruitment on the places where people with those skills are likely to be looking
Make the decision to apply for the vacancy or not more likely to be right
Make the advert more focused on the key skills
Make responding to the advert easier
Make the selection procedure more successful
Enable you to induct the successful candidate into your organization more effectively
Maximize the potential of your selected employee as he or she grows into your organization.

In short the effective use of skills frameworks has the ability to enhance the level of trust and understanding between employer and employee which will enable the relationship to be mutually beneficial. They have the potential to ensure that you are heard more effectively and enhance your peoples ability to listen to you and your ability to demonstrate that you are listening to your people.

The effective use of skills frameworks enable you to acknowledge the whole skill footprint of individuals and noticing how effectively they are using them will give you clues on how to maximize their potential to mutual benefit.

How hard are you listening and being listened to?

Are you doing all you can to ensure that you are being listened to?

Are you doing all you can to ensure organisations can listen to you?

Skills Frameworks – the benefits?

There appears to be a common misconception that people know what they want to do and what they need to learn to achieve it. (What success is for them and how they can achieve it.) They know what choices are available to them and have the information and motivation they need to make the right decision.

While this may be true for some people my experience is that it is not for most of us.

People need help both to know what direction they want to take their careers in and what they need to learn to enable that to happen. When people are helped the results are enriching and motivating both for the individual being helped and the person who has been provided with the skills that enable them to help others.

The effective use of the plethora of skills frameworks now available provides every manager and people working in learning and development with a golden opportunity to motivate and enrich people’s lives. I believe we are in danger of missing this opportunity because it is seen as to difficult. My motivation is to help individuals and organisations gain enrichment through the effective use of skills frameworks.

Managers have to realise that they are given people to manage to enable them to do their jobs and enable them to achieve their own targets and objectives. This is a simple truth that, if acted upon, would lead to actions with the potential to benefit individuals and organisations. Managing and enhancing the performance and development of people is the most important and potentially intrinsically rewarding activity that any one who manages people or works in learning and development can do. Why is it then that a high percentage of managers do not do it when they all know that they should? The most common response to this question is “I do not have the time”.

Skills Frameworks have the potential to make the Recruitment, Induction and Development of people in organisations effective by providing a level of objectivity not available without them.

They make it possible to identify and delineate professions and career families. It becomes possible for individuals and organisations to plan and focus their development and identify what success is for them raising their motivation to achieve it and gain enhanced enrichment.

The effective use of skills frameworks provide the opportunity to recruit and develop the right people into the right jobs with the right skills, enabling individuals and organisations to be successful and able to measure that success and use that information to grow further. This should excite managers and people working in Learning and development, Why then is the level of excitement not as high as it should be?