A lot of organisations dream about connecting EDP with strategic needs and objectives of the organisation. And yet it often happens, that the EDP interview is either focused mostly on the personal wants of the employee – or on a few superficial and random requests for competence development.
But it is possible, in a very simple way even, to ensure that there is a guiding principle throughout the annual EDP interviews. We often see that users of Musskema.dk begin the EDP process with a competence mapping – which is used to make competence webs, that clearly shows where the employees in individual departments should make an effort to develop in order to meet the strategic requirements of the future. This exact method was used by UNICEF for the EDP process in the spring.
Read here about how Head of administration (CFO) Thomas Reidar Andersen from UNICEF describes the process and the underlying considerations.
What was the reason that you decided to do the competence web before your EDP process?
Our experience is that the competency dialogue during the EDP interview has often been rather poor as the employee and/or the manager had not prepared for the interview. Perhaps they hadn't done any qualified thinking about different subjects, and so the dialogue ended with talks about ”excel, word, photoshop or presentation techniques etc.”. And they may all be fine courses – but often the dialogue have had no overview of or connection with the success criteria and the competences that are necessary for the employee to thrive, develop and improve in the specific job profile.
The mapping of the competence profile, based on the catalogue of competences that are needed to succeed in the job, gives us a far more nuanced basis to the dialogue. Not least at the very first meeting, when the employee does not know the ”desired level” as set by the manager. The ensuing talks about the self-scoring of the employee, the desired level of the manager and the team average - which is shown in a combined graphic web - is really constructive for the dialogue and for the mapping of any possible "competency gap", and not least in those places where the manager can see where the combined competencies of the team can be put to good use as "learning/competence development between employees”