Talent and competence
Do you need more capacity – or a different competence mix?
Businesses often solve capacity challenges by recruiting more people with the same profile as before. But when strategy, work processes, technology, and business model change, that isn’t necessarily the right answer.
A leadership role that becomes vacant doesn’t necessarily need to be replaced with an equivalent role. A function that’s growing doesn’t necessarily need more of the same competence. Sometimes the most important decision is to rethink which roles, capabilities, and combinations of competence the business needs going forward.
AI makes these assessments even more important. Tasks change, new competence needs arise, and the distinction between discipline, business, and technology becomes less clear.
We assist with, among other things:
- Strategic competence planning
- Analysis of future capacity and competence needs
- Competence strategy
- Identification of critical roles and capabilities
- Succession planning
- Talent strategy and talent review
- Planning the development, recruitment, and change of roles
Questions the business should ask
Which competencies are decisive for the strategy going forward? Where do we have the biggest competence gaps? Which roles should be developed, changed, or replaced? What should we build internally – and what should we recruit? And where will AI change the need for capacity and competence?
We start from the business’s strategy and future needs – not today’s organizational chart.
The goal is to give leadership a clearer picture of what competence the business actually needs, where the gaps lie, and what measures should be taken.
This also provides a better starting point for recruitment: before deciding who should be recruited, one should be certain about which role and competence the business actually needs.
Are you facing significant recruitment or competence needs?
