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“The only source of sustainable competitive advantage is the capacity of the institution to learn more and faster than it’s competitors” – Arie de Geus, author of “The Living Company” and former Vice President of Group Planning at Royal Dutch/Shell. In a time of increasingly accelerated change and growing interdependence of institutions, great adaptation power and pro-activity is demanded to face new realities. Institutions need to develop their own capacity to promote and manage their changes. In other words, it is not exclusively an HR department’s challenge. Institutions as a whole can take over the process of change as they “learn to learn”, as they explore and question restrictions that keep the institution at present performance levels, and in this way “reinvent” themselves to reach the future that they really wish for. |
Capacity Building linked to Strategy, and Competency Profiles In every strategy there is a definition of the desired results. Depending on your institution, these desired results are financial, social, or political. Stemming from that, an opportunity presents itself for human resources: understanding how to assume a strategic role in this process. This is possible when the cause and effect relations that lay grounds for the strategy implementation are understood.
Therefore, Learning and Development is crucial to create the necessary capacity to implement strategy, and human resources can facilitate the process. For this job, a few parameters are essential: having objective criteria upon which learning processes and progress indicators may be based. And these two parameters are offered, respectively by the Competence Profiles and by the System of Learning Indicators. Both technologies are owned by Consentes. Consentes helps in all steps of this cycle, from strategic decisions, passing through client base analysis, to an evaluation of internal processes. |
