1. Competency Development @ INL

2. Competency Development @INL
… must be aligned with INL’s organisational structure…
One Organisation - Two Organisational Structures:
The Networked
The Hierarchical

3. Competency Development @INL
… must develop both, organisational and individual competencies…
One Organisation - Two Competency Sets to be developed:
Organisational Competencies
Individual Personal Competencies
Organisational Competencies
Individual Personal Competencies

4. Competency Development @INL
So what is it exactly that we are talking about?
Competencies? Let’s quickly lay out what is it exactly that we are talking about.
-> Competency: Capacity to deal with an issue at hand.
-> Individual Competencies: Capability to conduct specific tasks.
-> Organisational Competencies: Capability to sustain and mobilize the resources required to achieve the organisation’s goals.
-> Core Competencies: Competencies necessary to achieve a competitive advantage.

5. Competency Development @INL
… Organisational Competencies
One Organisation - Two Competency Sets to be developed:
Organisational Competencies
Individual Personal Competencies
Competencies that are required to develop the organization as a whole further;
Not limited to a particular function, task, role, etc.;
Expected from anyone with whom the organization interacts, be it employees or external stakeholders;
With understood differences in the degree that such competencies might be developed at the individual level; and
With a continuous quest towards improving and developing such core competencies further.

6. Competency Development @INL
… Individual Competencies
One Organisation - Two Competency Sets to be developed:
Organisational Competencies
Individual Personal Competencies
Competencies that are required to perform a given profession;
Concerned with a particular function, task, role, etc.;
Expected from anyone with whom the organization interacts, be it employees or external stakeholders;
With well outlined expectations about the degree that such competencies shall be in place; and
With a continuous quest towards improving and developing such articulated and agreed competencies further.

7. INL Individual Personal Competencies
… are manifold and will vary by function, role, maturity level, etc.
Research Development Framework
European framework for research careers

8. Competency Development @INL
***
While individual competencies matter,
and must be developed,
the focus here is on the
organizational competencies,
which core we attempt to define and agree on,
and together with you in a collaborative effort,
so to be subsequently embraced by all.

9. INL Organisational Competencies
…Should take into account core competencies of Learning Organisations…
Disciplines of a Learning Organization: Peter Senge (Vora, 2015)

10. INL Organisational Competencies
…and core competencies of today’s agile organisations…
The Agile Coaching Competency Framework

11. INL Core Competencies
… and the INL particularities…

12. Emergent INL Core Competencies
… so to converge into the INL core competency set…
Source:

13. Emergent INL Core Competencies
… so what does the INL core competency set comprise of?
Emergent INL Core Competencies:
Analytical and Critical Thinking, Creative thinking, Problem solving;
Leaderful Practice & Influence;
Working with others;
Personal mastery;
Agility (speedier processes, work not driven by hierarchies, but around projects and other commonalities, etc.);
Systems thinking and the ability to act upon incomplete sets of information.

14. INL Core Competencies
“1. Analytical and Critical Thinking, Creative thinking, Problem solving
[…] these are presumably the baseline competencies that should be in place in any RTO, such as INL, and that are trained continuously starting from the initial PhD education, and then further across the entire career […]

15. INL Core Competencies “2. Leaderful Practice & Influence”
“…in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders need to co-exist at the same time and all together.
In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their
compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus […] the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.” Raelin, 2008

16. INL Core Competencies “3. Working with others”
“…Working in a group is about communicating effectively, contributing ideas, listening and receiving feedback, and leading or following as appropriate. Developing your skills means thinking about and planning the tasks the group needs to do, negotiating with others to develop shared goals and purpose, collaborating to achieve agreed results and then reviewing the approach…”
Available as a free course at:

17. INL Core Competencies “4. Personal Mastery”
The number one critical skill set (Jarche, 2018)
Leadership, Learning and Personal Knowledge Mastery (Vora, 2015)

18. INL Core Competencies “5. Agility”
To be agile in a research, start-up, fast growing, dynamic, complex environment.
 VUCA/VUCA Prime leadership corollaries (O’Shea, 2017)
Countering VUCA with the VUCA World Antidote:
- Volatility -> Vision
- Uncertainty - > Understanding
- Complexity -> Clarity
- Ambiguity -> Agility
Leading In A VUCA World (Cook, nd)

19. INL Core Competencies “6. Systems Thinking”
Tools for Systems Thinkers (Acaroglu, 2017)

20. INL Core Competencies … let’s actively develop them…
Be invited to take on an active role in further outlining the INL core competencies!

21. References and Sources
Acaroglu, L., (2017) Tools for Systems Thinkers: The 6 Fundamental Concepts of Systems Thinking,
Agile Coaching Competency Framework; .
European framework for research careers; .
Cook, P. (nd), Leading In A VUCA World,
Jarche, H. (2018) The number one critical skills set,
UK Vitae RDF – ‘Research Development Framework’, available from .
O’Shea, T., (2017), ‘Ready to shift your VUCA to VUCA Prime?’,
Raelin, J., (2008), ‘We the Leaders: In Order to Form a Leaderful Organization’,
The Open University, “Working with others”, Free online course,
Vora, T., (2015), ‘Disciplines of a Learning Organization: Peter Senge’,
Vora, T., (2015), ‘Leadership, Learning and Personal Knowledge Mastery’,