Evaluating Professional Competencies

Are You Aligning Your Strengths with What Your Organization Values? A few years ago, a talented professional, came to me feeling frustrated. Despite her hard work, she wasn’t moving forward in her department. After a core competency analysis, we discovered the reason: She excelled in technical skills, but the company placed heavy emphasis on leadership, initiative, and innovation—areas where she wasn’t fully demonstrating her potential. To fix this, we crafted a plan to develop these core competencies. We assigned her small team projects to build leadership experience, and encouraged her to share her innovative ideas. Within six months, she was recognized as a natural leader, and new opportunities started opening up for her. 🌱 📊 Here’s How You Can Assess Your Organization’s Core Competencies: 👉Review Job Descriptions: Look at the required skills for your current and aspirational roles. Companies often include key competencies in job postings. 👉Pay Attention to Company Culture: Observe what behaviors are praised and rewarded—this is often a reflection of the core competencies the organization values. 👉Engage with Leadership: Ask for feedback and guidance on what the organization sees as vital for success in your role. 👉Study Performance Reviews: Look at what’s being measured in performance evaluations—this will reveal the competencies your company values most. 💡 Key Action Points: 🔆Assess the core competencies your organization values most. 🔆Identify where your strengths align with those competencies. 🔆Take proactive steps to develop in-demand skills like leadership and innovation. Feeling stuck in your role? It might be time to reassess your competencies and align your strengths with what the organization values. Start today and unlock new opportunities! #Leadership #CareerDevelopment #CoreCompetencies #Innovation #Initiative #ProfessionalGrowth #LeadershipSkills #CareerAdvancement #SkillDevelopment #LearningAndDevelopment

“When you empower the wrong people to lead, you inspire the best people to leave.” Bachar 💜 Naamani Before promoting your individual contributors to become people managers and leaders, do this👇🏼 ⚪️ Trial Period: Consider a trial period or project where they can showcase their leadership abilities, and monitor their performance closely before making a permanent decision. ⚪️ Feedback from Peers and Subordinates: Gather feedback from colleagues and team members on their leadership potential, and consider 360-degree assessments to capture a holistic view of their capabilities. ⚪️ Succession Planning: Assess the potential impact on the team, and consider how this promotion aligns with long-term succession planning. ⚪️ Emotional Intelligence: Gauge their emotional intelligence in handling diverse personalities. Consider empathy and self-awareness too. ⚪️ Conflict Resolution: Examine past instances where they effectively resolved conflicts, and consider their approach to managing disagreements within the team. ⚪️ Mentoring and Development: Look for instances where they have mentored or helped develop their colleagues, and assess their commitment to the professional growth of their team members. ⚪️ Team Collaboration: Examine their history of collaboration within the team, and consider if they have demonstrated the ability to foster a positive team culture. ⚪️ Alignment with Organizational Values: Ensure their values align with the organization's mission and culture, and consider whether they can embody and reinforce the company's core values. ⚪️ Strategic Thinking: Assess their capacity for strategic planning and long-term vision, and consider whether they understand the broader organizational goals. ⚪️ Leadership Skills Assessment: Evaluate the individual's ability to inspire and guide a team, and assess their communication skills, decision-making, and conflict resolution capabilities. ⚪️ Results Orientation: Evaluate their record of achieving individual and team goals, and consider their ability to drive performance while maintaining team morale. ⚪️ Decision-Making Skills: Assess their ability to make well-informed decisions under pressure, and consider their approach to risk management and problem-solving. ⚪️ Communication Skills: Evaluate their ability to communicate clearly and transparently, and consider how well they can articulate expectations and provide constructive feedback. Remember: “Leadership is not about being in charge. It’s about taking care of those in your charge.” - Simon Sinek Agree? 💜

How Do We Know That Our Dental Students Are Competent and Ready to Perform Certain Procedures on Patients? Having been in dental education for over three decades, I frequently ask myself: “Is this dental student ready to prepare a crown for this patient?” or “Is this resident ready to perform a full-mouth rehabilitation?” These are critical questions that define the safety and quality of care our students provide. Systematically, we rely on competencies and assessments to evaluate whether a learner—whether a predoctoral student or a resident—is ready to perform specific patient care procedures. However, dentistry is not a one-size-fits-all discipline, and different procedures require different benchmarks for competency. For example: • A student learning crown preparation might require six to eight or more practice attempts on a typodont before demonstrating competency. • Intraoral scanning might require three to five attempts on live patients to become efficient. • Tooth polishing, a simpler procedure, may only require one or two practice sessions before competency is achieved. Thus, applying a uniform competency threshold across all procedures can be misleading. If a program uses a rigid numerical requirement (e.g., “X number of procedures = competency”), it risks shifting the focus away from true skill development and progression. Instead of promoting growth and refinement of skills, it creates a checkbox mentality where the learner and faculty may mistakenly assume that completing a fixed number of cases equates to readiness. The Case for Entrustable Professional Activities (EPA) A more effective way to assess readiness is through Entrustable Professional Activities (EPA)—a framework that evaluates a learner’s ability to independently perform a task based on real-world observation rather than just a predefined number of attempts. EPAs consider: • The context of the procedure • The student’s decision-making process • The complexity of the case • The supervising faculty’s confidence in the learner’s ability to perform the task safely and effectively This approach shifts the focus from just completing a requirement to demonstrating competency in a dynamic, patient-centered way. How Should We Implement This? 1. Define clear EPA guidelines for key procedures that align with patient safety and clinical complexity. 2. Encourage progressive assessment, allowing students to develop skills at their own pace while ensuring readiness at every stage. 3. Integrate faculty calibration so that evaluators consistently assess readiness and entrustability. 4. Use technology and data analytics to track skill progression beyond just a number of completed procedures. Ultimately, competency in dental education should not be about rigid numerical thresholds but about ensuring that students are truly entrustable to perform patient care with confidence, skill, and safety. #DentalEducation #CompetencyBasedEducation #EntrustableProfessionalActivities

I spent months developing a tool for HR professionals. Everyone kept asking me the same thing: "What competencies do I need to succeed in HR?" Through countless conversations and deep research, I uncovered a big gap. Competency profiles exist for many roles, but HR was largely overlooked. With invaluable input from HR leaders and professionals, I created the HR Competency Matrix. This wasn’t just another project for me. It was a mission to elevate HR careers. And now, it's ready for you. Here’s what the HR Competency Matrix offers: → Assess your current competencies. → Identify areas you need to improve. → Check if you're operating at the right level. → Build a roadmap for career progression. This tool is user-friendly and designed in Google Sheets for easy tracking. Just copy it to your drive, and you're ready to embark on your career growth journey. If you’re an HR professional aiming to enhance your skills, this could be a vital resource for you. Transforming your career doesn’t have to be daunting. Start your journey today with a clear roadmap. What competencies are you focusing on? #HumanResources #CareerGrowth #HRTools #CompetencyDevelopment #HRLeadership #ProfessionalDevelopment Check this link to get started. https://lnkd.in/dSZjs2H3

We often tell people to work harder, learn, or adopt a growth mindset. But what if those aren’t the strongest drivers of career success? This visual summarizes one of the clearest findings from our 1,200-person study conducted earlier this year, where we linked four common predictors to a comprehensive measure of perceived career success. The picture that emerged was not what most people expect. Personality had an effect, but a modest one. Growth mindset, despite its popularity had almost no measurable impact. Learning agility mattered more, yet still left most of the variance unexplained. What stood out above everything else were strategic competencies. They explained nearly half of the differences we saw in how people evaluate their own success across dimensions such as recognition, influence, meaningful contribution, and overall satisfaction. In other words, the way people think, decide, and act in complex situations is a stronger driver of career outcomes than the traits they were born with or the motivational ideas they adopt. This is good news. It means career success is not predetermined. It is shaped. It grows with practice. And it expands as people learn to understand their environment, set direction, move others, deliver reliably, and adapt when conditions shift. This is exactly why we created The Big 5 of Strategy competency framework. To help people assess their strategic strengths and development areas. And it is also why we have launched two more cohorts of our Big 5 of Strategy certification program. If you want to learn how to develop these strategic competencies in others, or strengthen them in yourself, now is the time. The January cohort starts soon, so you will need to be quick if you want a seat. The April cohort is open for those who prefer a bit more breathing room.

David C. McClelland’s study, "Testing for Competence Rather Than for 'Intelligence'", may be over 40 years old, but its insights are more relevant today than ever. Two key pillars of this article stand out and connect directly to what we are building at Skill Deck: 1. Competence over abstract "Intelligence". In his research, McClelland challenged the idea that traditional aptitude tests measure what truly matters for life and career success. To prove this, he tracked two groups of students from Wesleyan University 15 to 18 years after graduation: The first group consisted of the top 8 students (straight A's). The second group consisted of 8 poor students (C averages or below). The result? Years later, McClelland could not distinguish between the two groups based on their career outcomes. There were successful doctors, lawyers, and scientists in both. High grades predicted only one thing: who would get into elite schools initially, but not who would have a brilliant career. This is our founding thesis at Skill Deck: understanding and measuring your real competencies is the way to truly understand your professional identity. We’ve built a robust model to ensure this measurement is based on actual performance. 2. The "Paper-and-Pencil Test" Fallacy McClelland argued that most hiring processes attempt to measure an abstract form of intelligence that has little to do with real-world behavior. He proposed a revolutionary alternative: Criterion Sampling. "If you want to know how well a person can drive a car (the criterion), sample his ability to do so by giving him a driver's test. Do not give him a paper-and-pencil test..." At Skill Deck, our scores are derived from real work evidence: meetings, messages, and emails. We evaluate professionals based on who they are and how they act in the field, rather than how they answer a multiple-choice test. Skill Deck is the platform that translates professional potential into behavioral data, eliminating the guesswork. Want to dive deeper? I���ve linked the original McClelland study in the first comment. Ready to build your deck? Start your journey here: skilldeck.ai