What’s the Difference Between Skills and Competencies?

Employees are often told that they have to improve their skills and be more component in their position in order to advance in their careers. Unfortunately, employees mistake skills and competencies as one and the same. After all, a skill sounds very similar to a competency to the average employee. This failure is the result of general knowledge and a lack of communication.


Mapping Employee Certifications to Skills and Proficiency Levels – Why This Can’t Be Overlooked​

Most people today have started to understand the importance of getting certifications and completing courses. However, not everyone realizes the difference between attaining certifications and doing courses for upskilling—and doing it all for maintaining a certain proficiency level. In this article, we’ll take a closer look at what it means to have certifications and how you can use them to map out your employees’ proficiency levels.


How to Identify High-Potential Employees

Unfortunately, many organizations don’t feel they have enough high-potential successors to replace employees in key positions — and high-potential employees are viable to an organization’s success in the long term. “High potentials consistently and significantly outperform their peer groups in a variety of settings and circumstances,” is how Harvard Business Review defines high-potential employees. In fact, research asserts that high-potential employees are 91% more valuable than their non-high-potential counterparts. This extremely valuable employee group will grow into the future leaders, executives, and contributors of your organization. The obstacle, however, is that high-potential employees do not have a big red arrow pointing to them and indicating that they may be your future leaders.


Why Succession Plans Fail

Many large businesses and enterprises typically plan for the foreseeable future to avoid any stoppages and interruptions in business operations. As a result, they tend to have contingencies to ensure operations run smoothly. Despite that, most large companies still struggle with succession plans, often ending up rushing them or undermining them.

Every company has a different approach to succession planning. However, they’re often faced with the same problems. A lack of insights into the skills of employees, existing biases, and the absence of transparency often leads to poor succession planning and talent pool scarcity.


Ten Ways to Boost Internal Talent Mobility

We all know that mobilizing internal talent is beneficial. After all, you’ve already invested heavily in your employees – why not maximize that investment, and reduce costs by cutting reliance on external recruitment?

Still, companies make it surprisingly difficult for employees to move internally. Gartner suggests that only 27% of workers feel that their employers make it easy to find and switch into attractive internal opportunities.

Why is internal talent mobility such a tough nut to crack, and more importantly, what can companies do to smooth the road for loyal workers?