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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN
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Problems with Certification vs. Skills, Alternatives to be Anti-Fragile

Problems with Certification vs. Skills, Alternatives to be Anti-Fragile | Talent and Performance Development | Scoop.it

"The typical certification program is expensive and outdated."  Would you agree?

      

Tests are expensive to write and administer so they usually are expensive to take. Traditional certifications are not always available in all parts of the world shutting out people who may benefit from them the most.

    

[With Info-Technology - Drupal as an example] ...tests ....frequently cover software that is no longer particularly relevant. And, they are really a test of whether the person studied to pass the test instead of ....how well the person can apply those skills in the real world.

"A strong portfolio and contributions history tell far more than any certification ever could."

If you are hiring for the short term (a consultant or freelancer or a project on a short deadline) then Drupal skill might be a more important factor.

If you are hiring for the long term [performance investment] then other factors weigh more heavily and those are the kinds of factors which can't be measured by most certifications.
 

....certifications can be useful to the hiring decision as part of a complete evaluation.


Related post by Deb:     

Beyond Resilience: Black Swans, Anti-Fragility and Change
Photo by Northern Ireland Executive, Flickr cc
Deb Nystrom, REVELN's insight:

Certification is also an element of fragility in organization system connected to this Drupal certification example and the alternative offered by "Certified to Rock."  It's useful to consider for anti-fragile options.  ~  Deb


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Scooped by Deb Nystrom, REVELN
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Rethinking Leadership Development, Competency Confusion & What Happens Afterwards

Rethinking Leadership Development, Competency Confusion & What Happens Afterwards | Talent and Performance Development | Scoop.it

When your manager or colleagues finish their leadership program, do they demonstrate sustained improvements? Unless their post-program behavior changes, unless they do something differently, there is no return on investment.  

There's also the assumption that all leaders in a given company must demonstrate excellence on a defined set of leadership competencies.


But the [competency] paradigm doesn't work. Excerpts from the four reasons why:


Many competencies cannot be improved. Competencies are a mixed bag. Some are skills (e.g., strategic thinking), some are personality traits (e.g., drive to achieve), some are knowledge (e.g., market insight), and some are talent (e.g., good judgment). Skills and knowledge can be improved, but personality traits and talent cannot. ...No "Drive to Achieve" class is going to change that.


Competency models are unfocused. Abbott Laboratories (ABT_) uses 24 competencies...The U.S. Department of Labor's management competency model uses 60 ... Ridiculous.


...If a leader is world-class in operational excellence but poor in strategic thinking, he/she must add an outstanding strategic thinker to the leadership team.


Related posts by Deb:


   


Deb Nystrom, REVELN's insight:

The compentency systems reasoning in this article is especially provocative and worth a read to test your own assumptions. The comment about talent as not change-able is up for debate, personality less so.  ~  Deb

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Scooped by Deb Nystrom, REVELN
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Factors which make a performance management system successful? PMS indeed.

Factors which make a performance management system successful? PMS indeed. | Talent and Performance Development | Scoop.it
A successful PMS (performance management system) drives the QMS (quality management system) which in turn ensures that the best quality service is delivered to every customer every time.
Deb Nystrom, REVELN's insight:

Yes, that's my title for this ScoopIt, not the author's.  PMS, post menstrual syndrome of the industrial age, indeed.

Sorry, I'm not seeing it here.  This is a cautionary tale post about 90's era PMS (individually based, behavior & competency-based, yada yada) performance management systems - which describe all the pieces and parts, but not the Return On Investment, ROI.  


There are shades of B.F. Skinner reinforcement of dog training in sight (getting people to respond to rewards.)  For more on this, take a look at Alfie Kohn for some shock therapy via "Punished by Rewards" and then the classic, well researched work of Frederick Herzberg on Achievement.

I continue to search for solid evidence that all this structuring focused on top down, directive management (mgr. conducts appraisals) provides great results.  I am not finding it.  


Great, high performing managers seem to be the game changer for PMS (the perf. management system) working.  No surprises there.


Dressing up top down scientific management (F. W. Taylor, industrial age era) as knowledge worker era systemic systems, is a lot of work for limited results, depending, of course, on the manager.  


~  Deb

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