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AZIENDE, MIRATE ALLE COMPETENZE DISTINTIVE

In molte aziende con le quali ho collaborato nel corso degli anni, mi sono reso conto che si fa poco affidamento sulle competenze distintive. Anche le aziende che dispongono di un ufficio Relazioni umane e che dicono di preoccuparsi della carriera dei propri collaboratori, non  mirano più di tanto allo sviuppo delle competenze distitntive

L’argomento  ha che fare sia  con  meritocrazia sia con lo sviluppo dei talenti. E’ più pragmatico.

Per Competenze distintive intendo le risorse umane, cioè i collaboratori, sulle quali possiamo contare di più, per qualsiasi motivo. Soprattutto per sviluppare nuove iniziative o nuovi progetti. Detto così è apparentemente semplice, quasi banale. Vediamolo un pò più da vicino.

Le competenze distintive  a cui faccio riferimento consistono non solo in ciò che i nostri collaboratori sanno fare meglio, ma nelle loro potenzialità per fare altro. Non basta più avere un know how o una esperienza specifica per essere a posto con la propria coscienza. Contano le potenzialità che si mettono in evidenza per far evolvere la propria professionalità. Quindi per assumere nuovi incarichi.

Ecco alcuni esempi di come si evidenziano le competenze distintive:

un bravo programmatore potrebbe anche diventare un convincente negoziatore di soluzioni a favore  dei clienti. Quel programmatore può essere una competenza distintiva da utilizzare in situazioni particolarmente complesse.

_chi sa usare bene il PC sa anche usare bene il PC e sa anche comunicare on line verso l’interno e verso l’esterno, può diventare un buon capo progetto;

_chia sa gestire le relazioni d’affari con gli interlocutori/clienti italiani e conosce bene l’inglese potrebbe gestire un nuovo progetto di esportazionre;

_chi conosce bene la contabilità e  sa anche gestire i rapporti con le banche, potrebbe migliorare la comunicazione azienda agli stakeholder;

_chi sa navigare bene in Internet e si propone per gestire relazioni sul campo, può diventare un buon gestore di relazioni d’affari;

_chi fa bene il proprio lavoro amministrativo ed ha capacità progettuali  per sviluppare anche nuovi progetti, potrebbe diventare responsabile di un progetto di informatizzazione dell’amministrazione;

Ecco alcuni esempi contrari:

_chi sa gestire bene le relazioni d’affari non è detto che sia determinato nell’identificare nuove opportunità.

_chi legge molto non è detto che sia curioso. Al contrario ha una competenza distintiva chi legge quanto basta per  identificare nuove opportunità;

Di persone con  competenze distintive ce ne sono in tutte le aziende. Bisogna scovarle. La parcellizzazione del lavoro e le procedure tendono a mortificarle. Solo chi ha una forte personalità riesce a mostrare le proprie potenzialità e a farle apprezzare dai superiori.

Allora il problema non consiste soltanto nel valutare il lavoro che svolge una persona, ma anche i lavori diversi che potrebbero essergli affidati. Questo tipo di valutazione non rientra nè nei piani di incentivazione, nè nelle valutazioni meritocratiche.

Le competenze distitntive sono potenzialità esistenti, ma non sempre espresse. Ad esse varrebe la pena che le aziende si dedicassero con cura.

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