Abstract
Introducing a competency program to an organization, whether new or the latest evolution, requires a structured approach. Each approach typically divides the activities into multiple phases, which are cyclic in nature. Regardless of what the phases are called, in essence, each project lifecycle begins with a "design" phase, followed by an "implementation" phase, and then a "measure and review" phase. The program is then continually fine-tuned though a series of project lifecycles with the intention of delivering the objectives of the program.
Often, program managers overestimate the importance of the "design," underestimate the challenges of "implementation," and overlook the need to track the correct metrics during "measure and review." This reality is highly obvious in programs that demonstrate great potential that have been implemented globally, but are only accepted by a few locations or groups, making it difficult to prove the program’s value.
This paper describes an 11-year journey of introducing a business-driven competency and employee development program within a large global oilfield service company. For each of the five defined periods of evolution, this paper provides details of the approaches taken during each phase of the project lifecycles, all of which contributed to the program’s ultimate acceptance by the organization, its proven influence on superior business results, and its alignment with the latest regulatory requirements.
The purpose of the information presented is to provide practical observations and recommendations that can help assist other organizations with the pursuit to introduce similar programs. Whereas, the evidence provided in this case study directly relates to a competency program, the relevance of the lessons learned can also be applied to other human resource (HR) initiatives.
