CORE

COMPETENCY ANALYSIS

Presented By: Engr. Mohsin

 SKILLS &
KNOWLEDGE INTRODUCTION
BASE

Core competency can be defined as a

harmonized combination of multiple resource

VALUES & and skills that distinguish a firm in the

NORMS marketplace. Core competencies are the
foundation of an organization’s competitiveness.

TECHNICAL MANAGERIAL
SYSTEMS SYSTEMS
CORE COMPETENCIES COMPETITIVE ADVANTAGES
Favorable conditions compared to rivals Specific set of skills or knowledge

Limited scope and short term measure Far-reaching scope and long term measure

Places company over rivals in one market Allows company to gain presence in multiple markets

CORE COMPETENCIES + COMPETITIVE

ADVANTAGE
= LONG-TERM
SUCCESS
 Pre-launch competency

Launch company

CORE COMPETENCIES
Life cycle management competency

Personal development skills

Skills in creating scientific events

Skills in clinical development

CORE POTENTIAL
Skills in management of sales force

Training skills for reps & internal staff

Knowledge reps

Perception of quality, safety, innovation on a corporate level

COMPETITIVE Perception of a leading company

ADVANTAGE
Patient education

Product features such as effectiveness, safety, compliance, convenience

 COMPETENCY TREE
04
Business 2

Business 3
06

02 05
Leaves = End products
03

Branches = Core products

07

Trunk = Core business

08
Business 1

01
Roots = Core competency

Competence 1 Competence 2 Competence 3 Competence 4

COMPETENCY MODEL

general LANGUAGE specific

S T R U C T U R A L C O M P L E X I T Y high

Multi-level leadership competency models

Multi-level technical or professional role
based competencies
Professional or technical core competencies

Value-based competency models

Technical or professional role

Core competency models based competencies

low

Your mission &
vision statements
• Strong core competencies needs
a clear perspective of where you
plan to go
• Specify your vision and mission
to help understand your core
competencies
Understand your
business
• Really understand what your
organization does, how it does it
and who does what
• Complete a thorough job
analysis of all active roles to
better understand what everyone
does
SELECTION PROCESS
Draft your core
competencies
• Brainstorm, meeting, survey
or competency software can
also help with this process
• From there, identify. core
employee competencies that
will push the organization
forward.
Validate your core
competencies
• Validate the core competencies
defined.
• This can be done with the help
of feedback received from
employees or clients
Preach the core
competencies
• Take every opportunity to get
the word out on the new
competencies and how they
can be used in your
organization
• Publicize core competencies
and use them in daily
business life
Implement the core
competencies
• Must be integrated into regular
business practices to make a
difference
• Including competencies in
everyone’s performance
evaluations, reorganizing a
production line or having clients
more involved in a planning
process
 CORE
COMPETENCY
ANALYSIS
1 1
Identify how to develop and
If you already have a core
improve each core
competency
competency

SITUATIONS
ACTIONS
2 2
You have no core competencies but Identify which core competency it

have identified potential ones makes sense to invest in and

develop

3 3
You have not identified any Involve more people in the discovery
existing or potential core process, such as customers or outside
competencies facilitator
 CORE COMPETENCY ANALYSIS
SITUATIONS

Existing core competency Existing core competency Existing core competency

Potential core competency Potential core competency Potential core competency

ACTIONS

Try again, this time involve more people in

Identify how to develop and improve Identify which core competency it makes
the discovery process, such as customers and
each core competency sense to invest in and develop
outside facilitator
 • Strategic perspective • Strategy/objectives

• Planning • Operations & value chain

MANAGEMENT ORGANIZATION •
• Organizing Culture

• Decision making SKILLS SKILLS • Decision making processes

• Relationship development • Stakeholders

• Assessment methods • Leader

• Research & analytics • Visionary
• Financial analysis • Influencer/motivator
• Risk modification
TECHNICAL • Negotiator
ATTRIBUTES
• Data interpretation SKILLS • Innovator
• Behavior modification • Facilitator
• Information systems • Inquisitive

• Standards and frameworks

• Business model
• Adaptation approaches
RISK BUSINESS • Performance management
• Process & solutions
• Economics
• Subspecialties MANAGEMENT KNOWLEDGE
• Functional areas
MANAGEMENT ORGANIZATIONAL
SKILLS SKILLS
• Strategic perspective • Strategy/objectives
• Planning • Operations & value chain
• Organizing • Culture
• Decision making • Decision making processes
• Relationship development • Stakeholders

TECHNICAL ATTRIBUTES
SKILLS
•
•
Assessment methods
Research & analytics
CORE •
•
Leader
Visionary

COMPETENCIES
• Financial analysis • Influencer/motivator
• Risk modification • Negotiator
• Data interpretation • Innovator
• Behavior modification • Facilitator
• Information systems • Inquisitive

RISK MANAGEMENT BUSINESS

• Standards and frameworks
KNOWLEDGE
• Business model
• Adaptation approaches • Performance management
• Process & solutions • Economics
• Subspecialties • Functional areas
 COMPETENCY TO PRODUCTS
COMPANY COMPARISON

Core competencies Core products End products

Ability to miniaturized
COMPANY A Portable music device Product name A
consumer electronics

Indexing technologies &

COMPANY B Cloud based productivity tools Product name B
large-scale hardware

Strong brand and Easy plug-and-play

CO MPAN Y C Product name C
taste-making “authority” web design tools
 COMPETENCY TO PRODUCTS
COMPANY COMPARISON

Core competencies Core products End products

Ability to miniaturized
COMPANY A Portable music device Product name A
consumer electronics

Indexing technologies &

COMPANY B Cloud based productivity tools Product name B
large-scale hardware

Strong brand and Easy plug-and-play

CO MPAN Y C Product name C
taste-making “authority” web design tools
 COMPETENCY TO PRODUCTS
COMPANY COMPARISON

Core competencies Core products End products

Ability to miniaturized
COMPANY A Portable music device Product name A
consumer electronics

Indexing technologies &

COMPANY B Cloud based productivity tools Product name B
large-scale hardware

Strong brand and Easy plug-and-play

CO MPAN Y C Product name C
taste-making “authority” web design tools
CORE COMPETENCY
DEVELOPMENT PROGRESS

1
Define internal capabilities that are strategically positioned to

deliver sustainable value.

2 Perform a core competency review throughout the organization and

evaluate its strengths and weaknesses.

3 Compare with other companies with similar capability to ensure

development of key competencies are targeted.

4 Establish a roadmap for the organization thereby setting

goals for competence building.

5 Promote all-inclusive participation in development of core

competencies across the organization.

68% 30% 65% 70% 25%
LEADERSHIP CORE
EXECUTIVE

COMPETENCIES
MANAGER LEADING
External awareness ORGANIZATION
Big picture/vision
Strategic thinking
Entrepreneurship
SUPERVISOR
MANAGING PROGRAMS
Technology mgmt.
Financial management
Creativity & innovation
Partnering/political savvy
PROJECT
Human resource mgmt.
MANAGING PEOPLE
Leveraging diversity
Conflict management
Service motivation
Developing others

Team building
MANAGING PROJECTS
Customer service
Technical creditability
Decisiveness
Influencing/negotiating

CORE LEADERSHIP COMPETENCIES MANAGING SELF

Integrity/honesty interpersonal Integrity/honesty interpersonal Integrity/honesty interpersonal

Skills continual learning Skills continual learning Skills continual learning
 Strategic planning Financial
management

Information
governance & Vendor
records Management
management

Cross-functional
Knowledge alignment
management

COMPANY CORE
COMPETENCIES Litigation support Technology
& IP management & process support

Service delivery
Data
& alternative support
Analytics
model

Organizational
Communications design, support &
management
 TESTING CORE COMPETENCIES

Competency 1 Competency 2 Competency 3

1 Does it provide customer benefits?

Competency 1 Competency 2 Competency 3

CRITERIA
2 Is it difficult to imitate?

Competency 1 Competency 2 Competency 3

3 Can it be leveraged widely?

 CORE COMPETENCIES ANALYSIS

1 Ability to produce cutting edge and trend-setting designs

2 target high-value low-maintenance customers with database technologies

3 Quality management programs for design and manufacturing

4 Respond rapidly to competitive product launches

CORE COMPETENCY TABLE ANALYSIS

COMPETENCIES DESCRIPTION IMPORTANCE DEFENSIBILITY COMP. STRENGTH

What are our key strengths

What does this competency How strategic is it for the future? Can competitors copy it? 15+ = strategic capability
(technologies, assets, business model,
allow us to do ? (1=Low; 10=High) (1=Easy; 10=Hard) & likely differentiator
capabilities etc.) ?

10 5 15

4 2 6

2 4 6

1 10 11

1 1 2

1 1 2
Save hours of work and
impress the crowd next time
you put together a
presentation for your next
meeting. Fully customizable
and animated deck with
library of 1000+ QHSE slides
for just 50$

Pay using PayPal Here

Email: muhammed.mohsin01@gmail.com