Competency Capability Software from Jellyhaus; a core component in managing talent, GRC and increasing productivity within organisations.

The awareness of the need for and value of Competency Capability & Training Management Software is rapidly moving into the Board room; project intensive companies report increased profits of over £1bn within 2 years from adopting strategic Competency Capability Management.  It used to be ‘we’ve made profit, let’s spend some of it on something some areas of the business considered non-core, such as training or competence’, however some organisations have yet to define the essential competencies at all levels of a business to achieve business goals, let alone automated competency management. Now, organisations are taking the view ‘we’ve spent money previously on training and competence, how can we maximise that investment, how can we increase the return?’  and why? Because in the new normal:

  • Margins are under pressure
  • Businesses look for ever higher ROI as top line revenue growth and pricing power diminish
  • Departments are competing for budget as well as expected to deliver more profit
  • Operating channels are expected to be more efficient and productive
  • Global demand for experienced management and skilled trades; demand is set to double by 2025, an increase that cannot be met with traditional approaches to staff development and education.

Governments, let alone companies are still trying to get their heads around just what exactly is ‘normal’ in the new normal, and now the new normal, has become the new neutral.  The new neutral (coined as a phrase in 2014) is the new normal sticking around for a while…. So let’s respond to it by transform existing resources and innovate in new resources.  Skilled, existing talent within organisations is at a premium. Don’t lose it, but retain and develop it.

PepsiCo, as a dynamic and innovative business, identified the importance of Competency Capability Management (CCM) and asked Jellyhaus to work with them to customise the tool as a Business Innovation Software solution:

  • to manage competencies and identify skills gaps
  • to support career development and progression
  • to increase utilisation of training resources
  • to deliver more targeted, relevant training
  • to analyse competency & training data
  • to connect training to quality, HR, supply chain and other departments.

The custom built software, which is available , maximises use of training resources – we’ve spent money on this stuff already, what value are we getting from it? More people become aware of training content and content that is relevant to them, this equates to an increased take-up rate of learning resources.  Increases incorporation – this system takes the training content and puts it in front of the learner audience. It connects individual competencies with the learning resources and makes it an integral and essential part of their career progression. It puts training into every department of the business and every individual who uses Aspire.  Defines future training – Training Needs Analysis: feedback from users shapes what an organisation needs more of and what it doesn’t need any more. Analysis of the data with customisable metrics allows spend to be directed to the most relevant/cost efficient/effective areas of training. The use of IT to define Just-In-Time/Just-Enough upskilling, personnel recruitment and assignments.

The system tool allows self-assessment as well as line manager/other assessment. Encourages individuals to engage with their own career path, as well as engagement with line managers.  An example of engagement is reflected in the system’s parameters that are designed to layer results on an additive basis and not to filter on a subtractive basis, i.e. an individual can’t produce a ‘sorry, nothing for you’ search result. It sounds like common sense but how many times have you searched for something and been told ‘the computer says no’?!  The Competency Capability Management Software helps increase retention of talent, as an individual’s decision to stay with an organisation is often influenced by their opportunity for leadership and technical skill building.

It brings areas of a business, such as quality and training, from the periphery to the centre. It makes competing for budget easier as the results are easily visible and identifiable. It establishes employee capability as a central element of the business, which supports GRC.  It promotes not only a highly agile workforce but a highly trained and therefore capable one and makes maximum use of the available training resources, both in their adoption and how they are delivered.

Within the organisation, it connects the beneficiary of training with the training itself and vice versa. This is not just on an individual workflow basis but across multiple talent processes, e.g. Career Growth Models, FastTrack programs, Critical Experiences and Academy/University programs.

Almost any data that is captured can be visualised, to provide comprehensive reporting. Connect and define mission-critical competencies to those which drive achievement of business goals.

The availability of data makes it easy to provide feedback on the implementation and adoption of GRC strategy: this is an important requirement as using GRC to leverage commercial advantage is key. Reporting can offer any number of pre-set outputs as well as custom reports per user group, e.g:

  • By cluster/competence
  • By program category
  • By individual program module
  • By take-up
  • By individual/group/department/operating channel
  • By time-scale (take-up, unfinished, complete).

As a digital system, the reporting is on-demand, real-time and visible.

Offering an enriched understanding – individuals and managers can identify the target performance more effectively and implement the quickest path to improve performance toward that target. Improved talent planning – there is much greater access to and visibility of data on employees’ skills. This data can be analysed as part of performance risk mitigation, as well as educational readiness.  It also enhances the talent pipeline. Improved talent planning, on an integrated basis, manages all phases of the employee cycle; from talent acquisition to development, to retention and reward.  Competency management – internal competency standards are synthesised with training resources for any number of specified roles. Formal training alone does not necessarily equip employees with the appropriate skills to thrive in the workplace; Aspire elevates the functionality of learning and uses it to drive competencies.

Improved operational efficiencies – this is an automated system that assists business-driven learning and development. It eliminates training for the sake of training, i.e. training that is not value-added. It highlights strengths to develop through career progression and flags critical skill gaps for mitigation. It supports shared, higher levels of employee and leader satisfaction within the organisation.  Enterprise application – silos are so last year. Within organisations that may function deliberately on a silo basis purely because of their sheer size and complexity, the system allows an enterprise approach to be implemented in the relevant areas. Existing structures can be preserved but the above benefits also achieved. Within PepsiCo, Aspire To Be is connecting Learning & Development, Quality Assurance, R&D, SCM, HR, Internal Audit, Finance and Innovation.

If you are interested in finding out more or would like a demonstration of the Competency Capability Software available please call us on +44 (0) 1926 624444.