Tag Archives: Consultants

Candidates for Council

CANDIDATES FOR COUNCIL

Ever thought of running for public office?

An inspirational day of learning and networking for seasoned, prospective & school board trustee candidates to hear from a blend of municipal leaders and industry experts who will share their knowledge and expertise. 

Join us for a unique learning opportunity to; gain valuable insight, hear top-drawer campaign strategies, and have exclusive access to useful tools and tips that will propel your 2018 municipal election campaign. 

REGISTER TODAY!  LIMITED SEATS

DATE: Saturday, May 5, 2018   TIME: 8am – 4:30pm

LOCATION: Riviera Events & Conference Centre, 2800 Hwy 7 Vaughan

Click Here to Download the Agenda 

 

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OMHRA Spring Conference

 
OMHRA Spring Workshop 2018
Stand Tall: Resilience and Well-being 2018

OMHRA’s 2018 Spring Workshop is being held in beautiful Niagara Falls, Ontario at the Hilton Niagara Falls / Fallsview Hotel & Suites with awe inspiring views of both the American and Canadian Horseshoe Falls.
 
Some of the topics that will be included in the Workshop are as follows:
  • WSIB Bill 127 – Stop Treading Water and Start Swimming
  • Stand (and sit!) Tall – Learn how to fit the workstation to the employee
  • The Nuts & Bolts of Workplace Investigations for Municipal HR Managers
  • Legal Panel Discussion: Everything You Wanted to Know (But Didn’t Have the Budget to Ask!)
  • Sponsor Meet and Greet – You asked for it! Spend this time to really get to know our Sponsors and their services. 
  • OMERS Comprehensive Plan Review
  • Do Employers Have a Legal Duty to Provide a Psychologically Healthy Workplace? – Bernardi Human Resource Law
  • Physical & Cognitive Job Demands Assessments: A necessity to accommodate employees with physical & cognitive limitations.
  • Legal Update – Hicks Morley
Learn More & Register Here
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Train in Technology – Career Expo

Technology is meshed into every industry in some shape or form and the current and future economy will only thrive if talent is well matched to local employment opportunities. Technology drives innovation and business growth, and is critical to the future of the region’s economy.

The Barrie/Simcoe County region has experienced an influx of data centres, an emergence of global technology firms, significant growth in the number of high-tech start-ups, and an expansion of our advanced manufacturing sector. Opportunities like the Train in Technology Career Expo will build the local talent pool to ensure we have the future workforce our employers need.

muniSERV is excited to be attending the Train in Technology Career Expo.  We are also excited to be launching our new muniJOBS at this show!

muniJOBS is a new municipal career/job recruitment platform to help municipalities recruit tomorrow’s municipal leaders and for students/candidates to quickly and easily find municipal jobs.  Drop by our Booth at the Expo to find out more about this unique new website. 

We can’t wait to meet job seekers looking for municipal jobs!

This one day, not to miss, Expo is full of valuable sessions, technology industry networking and public career information.  #TrainInTech Career Expo – March 27th, 2018 from 3:00pm-7:00pm – Barrie Molson Centre. bit.ly/TrainInTech   

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The Cost of Not Making a Decision

There is a cost to not making a decision and here’s my story. I was once asked by a potential customer, “Who’s your biggest competitor?”

Man waiting for decision to be made

I thought to myself, was it a local consultant? Was it a specific technology? Could it be Salesforce or Access or even Excel spreadsheets? The answer I realized was none of the above.

The answer I went with was, “The company that does not make a decision and the customer who thinks the status quo is okay for now.” That’s my biggest competitor and the answer surprised the gentleman who asked the question. You see, I had been at his location over 2 years ago, chatting with this same individual about a potential project and in the end, no decision was made. Fast-forward over 730 days and we were still talking about the same project.

Think of it this way: I would not be on site having a meeting if the status quo was all right. Being in sales, you know that you are not going to win every sale. It is a strange logic that goes like this – if I am not going to win the deal, then at least tell me someone else has won the deal and let me know a decision has been made. When I hear silence or worse, the common phrase, “We have not made a decision at this time,” this tells me this company is going to try to ride it out for another year or 2 and stick with the status quo, while at the same time, crossing their fingers that the existing software workflow or hardware does not break down.

What Causes the Status Quo Customer Response?

  • Budget is lacking
  • Workflow is not defined
  • Timeline is too tight
  • Decision makers are unaware of the problem
  • Fear of change from user base
  • Influencers & stakeholders are not involved in the decision-making process

How Technology Companies Help Mitigate the Status Quo from Pushing Back Decisions With Projects

image of a laptop, an ipad and an iphone

Budget is lacking: The budget to any project needs to be defined at the first meeting. When I ask customers about a budget, it is not about trying to build a project to take up all funds. The reason we ask that question is to understand if there is enough funding for all stages of this project – ex. Does this project need to be built in phases & are we the right fit for this customer? Bottom line budget also needs to be defined and if it is not, then how serious can this customer be about fixing the issue(s)?

Workflow is not defined: In order to provide an accurate and complete estimate, a comprehensive understanding of workflow needs to be submitted to the consultant early in the estimate process. If a complete workflow is not finalized, then this can lead to either too high of an estimate due to unknowns or too low of an estimate as not all required functionality is listed.

How do we help with defining workflow? At CoreSolutions, we overcome this workflow challenge by:

  1. Providing a template that helps capture basic workflow, reporting, & layout information in a “Project Discovery Document.”
  2. Offering a service that helps define and build the workflow called the Business Requirements Definition (BRD). This is a billable service that comes in more than one type. For really complicated workflows, we will have a customer go through the BRD process.

Timeline is too tight: Timeline refers to when a project needs to begin or when it needs to reach final completion. The usual answer I hear is, “I need this yesterday.” Sometimes the time to define the workload or build the solution will take too long. Some companies have measurable busy cycles. Implementing a new project during the busiest time of the year will not lead to a successful implementation or adoption rate. In order to get past the timeline being the reason for not making a decision, some companies will work with the developer to determine the best time to have a new application implemented and tested.

Decision makers are unaware of the problem: Decision makers need be on the same page. This is sales 101 – the decision makers need to be in attendance at major meetings. But decision makers need to also understand the timelines involved, such as the commitment of time required by staff to build workflow and to test the different phases of applications. Successful solutions typically have decisions makers in the loop, so that they have an overall understanding of the project scope – including time, workflow and user defined needs.

Fear of change from user base: Change can be scary, especially if it is perceived that this is a change for the sake of change. Generally, to become more efficient, new systems will require different layouts, screens, reports or workflows. Fear by the user base can be overcome in a few ways:

  1. The customer can nominate a few power users of the system who will test, deploy and have input on many of the new functions. In particular, screen layout and report creation.
  2. Through hands-on training that can be provided for users either remotely or onsite.
  3. By creating a User’s Guide with the customer’s guidance.
image of a team making a decision

Influencers and stakeholders are not involved in the decision-making process: Inclusion of stakeholders and influencers is key to a project’s success. The bigger the project, the greater the odds that more than one department, process or manager will be involved. In medium to large scale projects, sometimes it’s only the people inputting data that have issues and want a new process in place. Their own colleagues or superiors may not know that an issue exists. One of the main reasons why defining workflow is so important is that this will determine whose departments will need input in a new application and potential new or modified process(es).

The Pitfalls of Sticking with the Status Quo

Maintaining the status quo isn’t always the best business decision. Oftentimes, it’s an emotional bias for the present set of circumstances (See – Status Quo Bias). Although you may avoid the challenge of having to retrain your staff in the present moment, the fact of the matter is that in the world of software, you’re bound to face the, “It’s time to upgrade your software,” scenario. If you don’t believe me, then you’re likely still running Windows 95 on your machine.

So what are the negative repercussions of sticking with the status quo? Well, here are a few:

  • You won’t be future-proofing your organization for forthcoming technological changes
  • Your clients & staff will view your company as a technology dinosaur – who wants their business to be viewed as lagging behind in anything?
  • You’ll have to add new features & additional functionality to your system as the years progress – in terms of development dollars & technical upkeep, this will cost more in the long run
  • Your time & your IT staff’s time spent managing the day-to-day operations of your software will skyrocket

Ready to Move Forward? Need Help Defining Your Project?

Let us assist you! At CoreSolutions, we’re determined to take you Beyond Software™ to make your next project a success! Whether you’re replacing old software or looking to purchase new software, we can help walk you through the process!

The first step is to complete a project profile form on our website & we’ll connect with you to learn more about how we can serve you best.

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The “thinking the same” Paradox……

Paradox: a statement or proposition that, despite sound (or apparently sound) reasoning from acceptable premises, leads to a conclusion that seems senseless, logically unacceptable, or self-contradictory.

I need to look at things differently.

Everyone else is thinking the same way.

I better keeping thinking the same way, what if I’m wrong?

It seems to me that most of us are happy to be agreeable when it comes to our perspective about how the world works, especially in business. LinkedIn is a great example of individuals that find some sense of mental piece knowing that they think like the rest of the group. It’s like a fine line in the sand that very few are willing to cross, the question is “Why?”

I imagine that there are many reasons, but at the heart of it, I believe it’s the fear of being wrong, perhaps even being considered the, “Odd Duck.” LinkedIn is really a haven for the safe thinkers, those that aren’t or willing to challenge conventional wisdom. This became an epiphany for me several years ago when I started challenging everything that I had always believed and decided, what if I’m wrong and what if we are all wrong? When I came to this realization it was quite liberating.  However, the down side was trying to open other people’s possibilities to thinking differently, that requires a monumental effort.

Here are some simple of examples of how my thinking has changed:

  • You can motivate people.  Not really, and if you could, you’d be focusing your energy on the average performers – high performers are self-motivated
  • Employee engagement is necessary to move the organizational needle.  No it’s not.  You’re still focusing on mediocre performers, focus on hiring high performers
  • You can’t have a full understanding or appreciation for your professional discipline if you don’t take a macro look at what’s happening around the world, socially, environmentally, economically and the list goes on and on
  • If there was one thing your organization should do well, is have the ability to identify and hire high performers.  Everything else really doesn’t matter as much. Your time investment will be cut significantly
  • If you don’t understand the Pareto Principle, you’re going to miss the opportunity to have an in-depth perspective on your organization
  • Leadership is innate.  All you need to do is look at the supporting data – $45B invested in leadership training, however, the number of effective leaders hasn’t really grown
  • Just because you read something in a book, doesn’t make it true. Yes there are great writers, however look at the number of different opinions, stop trying to change your organization based on a book you read –  it’s ridiculous
  • Your organization’s performance can’t improve without embracing some form of coaching.  No feedback, no improvement
  • We don’t understand the fundamental principle of what trait is required for successful service organizations – friendly people.  You can’t teach an unfriendly person to be friendly

Now, you could and probably would certainly disagree with some or all of what I’ve said. But here’s the problem – where’s your proof, where’s the supporting data?

I can defend my comments quite easily, but most individuals can’t.  Now that doesn’t make me right in my thinking. I’m not interested in being right, I’m interested in doing the right thing.

Throughout my career I’ve made some very unusual predictions – many have come true, but at the time, I had an uphill battle trying to get others to see the world from a different perspective.

If you or if we, want to make a difference in our lives or in the lives of others, we need to challenge our thinking at every step. We used to say, if it isn’t broken, don’t break it, today, some of us would say, if it isn’t broken, break it and then rebuild it and make it better.

I don’t have to tell you the times in our history when people said, it can’t be done. There was a time where society believed the world was flat.  I really don’t believe that much has changed.  Many of us today still believe the world is somehow flat.

Do yourself a favor – don’t be afraid to cross that line in the sand, the other side can be very invigorating.

John Prpich, TalentBlueprint

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Understanding IT ROI in 4 Minutes

Having been engaged in various aspects of the IT services business for over 30 years, it still confounds me how many people struggle with leveraging a REAL, QUANTIFIABLE Return on Investment (ROI) when acquiring technology “solutions”. Understanding IT ROI doesn’t have to be difficult, so I’m going to try and explain it in 4 minutes or less. Get your stopwatch out! I would like to explore some of the elements and perhaps provide some perspective that may assist in your decision making on your next technology acquisition. Everything else is just technology with flashy lights…

Image of a computer, pen and calculator

 

At a minimum, IT solutions should be able to answer “yes” to one of these questions:

Let’s discuss each of these points…

Revenue/Margin Increase Potential

In the ever rapidly changing technology world, IT solutions are unlocking significant revenue potential. IT is creating active, long term growth for both old and new industries. The main objective in regards to increasing revenue and margin is:

  • Increased revenue with same or decreased net cost of goods
  • Reaching new markets/customers (sectors, geographies, etc.)
  • Increased revenue per existing client (new product penetration, awareness of other lines of business, larger less frequent transactions, reduced friction/cost per transaction)
  • Improved conversion/close ratios

Bottom Line Performance

This is often the most tangible and immediate benefit of IT solutions for an organization – Improved processes and workflow. It is also one of the most overlooked aspects of garnering a return on the investment.

  • Revenue growth while limiting incremental costs
  • Static revenue with reduced costs
  • Reducing the sales cycle to provide increased sales velocity
  • Reducing the cost of transacting business through process automation.

Improve “Customer” Experience

In the “U.S. Customer Experience Index, 2016,” Forrester’s Rick Parish says, “Customer Experience leaders grow revenue faster than CX laggards, drive higher brand preference, and can charge more for their products” (Forbes, “The State of The Customer Experience”).

IT solutions can:

  • Provide 7 x 24 access to services through automation
  • Go Mobile – your customers/users are always on smart devices. Give them the tools and information they need on the devices they use everyday
  • Engage the younger customer – if it is not available through a browser, it doesn’t exist for many of this generation
  • Reach everywhere – whether web or app, don’t limit your audience

Customers are very quickly starting to not only expect, but demand exemplary experiences 100% of the time.

Need Help Calculating Your ROI?

Figuring out an IT ROI doesn’t have to be daunting or complicated. Now that we have covered the fundamental elements of ROI, we will look at some of the financial metrics in my next blog (Everything You Need to Know about Software ROI).

At CoreSolutions, we build software solutions that help our clients improve their workflow, so if you still want more information, leave a comment below or contact us today and we’ll help you determine the best ROI for your organization.

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Managing Committees with CoreUM Groups

Coordinating meetings between multiple people can be challenging. Each meeting attendee has their own busy schedule and finding the time that works can take more effort than the actual meeting itself. Now, imagine having to coordinate with multiple different groups of multiple individuals. Things can begin to get out of hand.

As an example, you may be a member of several committees. Each committee has many moving parts and finding times to meet with members becomes very daunting – especially when someone is responsible for coordinating meetings with more than one committee.

The best way to simplify your coordinating process, reduce stress, and save time is to use the Group Management feature in CoreUM. How Group Management works is simple – you create a group and then add all members to the corresponding group.

Here is an example…

A CoreUM user who is also a City Councillor is a member of several different council committees including: The Strategic Priorities and Policy Committee, the Community and Protective Services Committee, and the Civic Works Committee. Now, there are scheduled sessions for each of these committees where all members are expected to attend, but if there is ever a need for a meeting outside of this allotted time, coordinating the schedules of all committee members is nearly impossible – until our City Councillor began to use CoreUM.

Our City Councillor added all of their contacts into CoreUM via a Microsoft Outlook integration and then created a group for each of the three committees that they were a part of and added all corresponding members.

Now, whenever, for example, the Civic Work Committee needed to meet, the Councillor simply creates a meeting invite in CoreUM, adds several possible meeting dates and times, and selects to send the invite to the Civic Works Committee Group that they had created in CoreUM.

Each committee member then choses the times that works best for them and CoreUM compiles the results and presents the best time for everyone. It is as simple as that – no back-and-forth email chains, no miscommunication, no schedule juggling – just a simple meeting time that works for everyone.

CoreUM is free to use. Try it today! And as a MuniServ member, we’ll give you the upgraded VIP subscription for 30 days.

Like it? Use coupon code “muniserv” at checkout to receive 20% off of your first year of corporate membership.

The CoreUM Team

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9 Things to Consider When Starting Your Next Development Project

It’s time for your big development project, but first you should understand how to make your experience the best it can possibly be. We’ve done countless Custom Development projects over our 25 years and we would like to share our knowledge with you in order to help make your experience more worthwhile. This list gives you some suggestions that you can use to make your next development project go as smooth as silk.

Tip #1 – Determine Your (Projects) Workflow Process

Image of a workflow graphic

Determine the methodology behind your project; it is important that this is decided on early in the process. There are many types of workflow designs, i.e. Agile, Waterfall, Incremental, Cleanroom, Spiral, etc., which is why careful consideration needs to be placed on the right workflow design for your project. At CoreSolutions, we use an Agile workflow because we feel it provides benefits such as constant testing and short feedback loops for our clients; our two-week sprint cycles, followed by a project demo for the client allow for constant communication and satisfied customers. All workflows have their individual benefits and downfalls; this is why choosing the right type for your project can go a long way toward the success of your custom development project.

Tip #2 – Before You Start, Gather Input from All Staff

Often there are many stakeholders in a project and you’ll need input from all of them in order to ensure a consistent vision. Nothing derails a project like scope creep and changing functionality. Everyone who is involved has their own needs & opinion to bring to the table and if everyone is given the opportunity to speak their mind, the project will have a much more cohesive end-result. And, a much happier you!

Image of a sales meeting

Tip #3 – Plan for the Future

Create a project that is future-proof. You don’t want to create your project and in two years it becomes outdated and you have to redesign. Build something with both a modern design and something that has longevity.

Tip #4 – Use Incremental Building

If unchecked, some projects may gain a life of their own and become much more overwhelming than originally anticipated. However, if managed correctly, the project can become a success in terms of both, project functionality and overall client approval. Incremental building lets you properly lay the foundation and allows your concept to healthily grow into the project you originally envisioned.

Image of a clock

Tip #5 – Determine the Best Timing

Is now really the best time to start your project? Will your computers need to be upgraded? Are all of yours resources ready? Do you need other hardware or software to make this work? Do you have the proper staffing? Can your budget handle this project? You need to understand that if your budget, time or scope of the project change, all other factors will change along with it. Do not rush your project; plan your resources and time accordingly before you begin.

Tip #6 – Ensure a Comfort Level Throughout

Communication is Key! If there is anything you do not understand, ASK! Constant communication and updates with your team are vital in the custom development process. When using an Agile workflow, among others, you have to meet regularly with your team or project goals will not be accomplished. You have to be comfortable enough with the process in order to ensure there are no miscommunications.

Tip #7 – Testing and Using Throughout

Whether it be yourself or a team member, double-check functionality and design throughout the project. This will help iron out the rough patches as well as create a more unified final project. Some ideas for testing your project include…

    •  Schedule demos with your development team to experience the full functionality of your project.

 

    •  Avoid workflows with testing stages near the end of the process; stick to workflows that allow for constant testing and fine-tuning.

 

  •  Get a second opinion; have users who will be using the custom development project or users who have used similar projects in the past to come test out the functionality and have some input.

Tip #8 – Break Project Down Into 2 Sub-Parts; Need-to-Have and Nice-to-Have

When you are originally planning your project, the potential is endless. There are so many possibilities and, like a kid in a candy store, you are probably full of intrigue and excitement. This is why it is extremely important to manage your Need-to-Haves and Nice-to-Haves. There are a lot of features that would be Nice-to-Haves; however, with the walls of your budget and the ceiling of your timeframe encasing your project, ensuring your Need-to-Haves are in order should be your top priority.

Image of a stack of coins

Tip #9 – Build Within Your Budget

Development projects are important. But, so is your well-being. Ensure that you have a determined budget and PLAN ACCORDINGLY! Just because the possibilities are endless does not mean your cheque book is as well.

With these 9 tips, your next Custom Development Project should go as smooth as possible.

Here at CoreSolutions Software, we’ve been in business for over 25 years and we understand that providing exceptional service and support, alongside our versatile customizable software applications, is what sets us apart from the competition. Our team is dedicated to delivering cost-effective, top quality products, on time and on budget – Guaranteed!

Have any questions or comments? We’d love to chat about your next development project, so call us today at 1-800-650-8882 or fill out a contact us form on our website.

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If You Don’t Understand These Concepts You Don’t Understand Learning

Here’s some Key Learning & Development Concepts to Consider

  • Content is less important than you think, even poor content – the focus needs to be on what happens after the delivery.
  • If you’re not familiar with the Kirkpatrick or Phillips models of evaluation, then you will not understanding that Level 3 is a very critical level. What I see is most doing level one and two then wanting to jump to 4 or 5 depending on what model you follow 
  • Everyone shouldn’t have access to learning, it should be a privilege that’s earned. Over $40B spent on learning, where’s the ROI? Did you ever notice that those who did well in your workshops were the high performers, not a coincidence
  • If building organizational competence is truly your mission, then don’t hire anyone that isn’t willing to learn on the companies time and their time.
  • If you don’t get to application after two weeks of the learning intervention, your attendees will lose 70% of they’ve learned, this is why application is so critical.
  • If you keep conducting the same classes or offering the same content and nothing has changed, stop doing that and move to another approach or different content
  • Most of you have forgotten about the 9 Box Transfer of Training Model, Vertical axis, Boss, Employee Trainer, Horizontal Access, Before, During and After. Box one and three, is the boss before and after, box 2 is the trainer delivering the knowledge to the employee. Guess what, 1 and 3 never happen, so nothing changes, this issue is one faced by every organization, I mean ever
  • Learning should be competency driven, that’s how you build organizational competence, you identify the core competencies that drive organizational results, guess what, your other talent systems, selection, performance management and succession planning are all competency-driven. Less than 50% of Fortune 500 companies use competency modeling, don’t know why
  • If you are using an LMS, make certain that you build in the Amazon 5 star rating approach. It helps drive others to the content and more importantly, tells you how your customer feels about the content
  • When your customer comes to you with a problem that requires your learning solution, don’t believe what they tell you. I’ve learned that my customers bring me symptoms, I ask a lot of good open-ended questions to ensure I’m dealing with the root cause. I passed this skill on to my team, you need to know how to consult
  • If your learning strategy is a push and not a pull, you’ll never be successful.
  • If you’re a learning department consider yourself to be a vendor and the currency of your customer to be time. You have to sell them on the idea of using your solutions, the best way to do that is have other customers talk about the effectiveness of your solutions. Remember, nothing beats a good testimonial and don’t be afraid to share those with the organization.
  • If the flipped classroom approach isn’t in your strategy, you’re missing the boat and the point. As I mentioned earlier, degreed has taken care of the content, you need to focus on getting the learner or a group focused on applying that learning in a real live project. Two things happen, you get real-time experience and you move the needle on the company’s results 
  • If your goal is to build certain organizational competencies, remember, more is less. Instead of focusing on several, which forces you to go 10 miles wide and an inch deep, pick one or two and do a real deep dive, so that you’re a mile wide and 10 miles deep, a better return
  • Whose responsibility is the development of the company’s employees? If you said you are, go directly to jail, do not pass go, do not collect $200. Employee development is and will always be the responsibility of the leader, you are merely the catalyst 
  • Stop using meeting webinar solutions to deliver synchronous and asynchronous learning, look at products like Adobe Connect or Go To Training, there’s a big difference. 

Where the field of learning has really failed in this country is that those in the discipline still continue to focus on the tools instead of the process. This is similar to those in the HR discipline when it comes to performance management. They focus on the tool and not the system or process.

If I gave you Rachel Ray’s cookware, do you think you could cook as good as she does, I don’t think so?

John Prpich, Learning Protagonist

 

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Competency-Based Learning

One of the most significant opportunities being missed by most organizations today is the lack of a competency talent framework. I’ve always believed that the only true business differentiator is the competency of your organization. Everything else can typically be easily duplicated with financial resources.

The exact opposite is true for people. They are complex and require a great deal of effort and energy, however, if you can tap into their talents and keep them engaged in building their strengths, you will flourish.  History has proven this time and time again.

When it comes to the term competency, it’s often confused with other words like talent, strengths, or skills. By definition, a competency is where, motivation, knowledge, and skill meet. A competency can be a talent and it can certainly be a strength, so let’s not get too hung up on the term. The goal is to identify the critical or core competencies that are drivers of your organization’s success. Typically, I encourage the organization to select anywhere from 8-12 competencies – more than 12 becomes difficult to manage.

Once they’ve been identified and agreed upon,(this requires feedback from all levels of the organization), you can then start to incorporate them into the other systems and processes that drive your talent framework – selection, performance management, succession planning, personal development, and organizational values. These competencies also become an integral part of your culture.

Marcus Buckingham, the author of, Go Put Your Strengths To Work, also advocates focusing on the people’s strengths and not their weaknesses. What I found compelling about his work was that it aligned with my experiences as a leader.

Most performance review processes focus on improving someone’s weakness but rarely have I seen an improvement.  However, if they focused on a strength, I would see great strides being made. Even Dan Pink discussed this when he identified what motivates individuals – Mastery, Autonomy, and Purpose. The mastery of skills is aligned with focusing on strengths and that’s aligned with what Malcolm Gladwell shared in his book, Outliers, where he wrote that “ ten thousand hours is the magic of greatness.”

If you are going to build a competency-based organization, make certain that the learning opportunities you provide are tied to those competencies and incorporate them into everything you do.

On a final note, I’d like to suggest another philosophical opportunity. Would you hire a person that wasn’t willing to develop or improve themselves?  You probably will tell me that you wouldn’t but we do it all the time. One important criterion that is missed in the selection process is assuring newcomers that if they join your organization, they have to be willing to continue to learn and develop.  If not, why would you hire them?

If the competence of your employees is a business differentiator everyone has to be willing to continue to learn.

John Prpich, TalentBlueprint

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