Competence Management

Developing competencies of people and organisations

It is no longer sufficient to change the competencies of organizations and employees solely with a focus on improving performance in the status quo and achieving organic company growth. Knowing and developing the key competencies of an organization and its employees has become a question of survival in the VUCA world.

But which of your company-specific competences and resources offer you the strategic, above all future competitive advantage? Which process-related, organizational and integrative effects of core competencies secure the future of the company? If increasing efficiency and organic growth alone are not sufficient as decisive success factors for future corporate success, what do I as a company have to keep ready/provide in order to position myself future-proof?

The organizational and individual key competencies must help the company to take up and successfully manage the volatility, uncertainty, complexity and ambiguity of the VUCA world.

The company’s structures, processes, management and cooperation culture must be able to react to environmental influences in an agile, adaptive and self-organized manner. This flexibility requires a consistent culture of decision-making and error that goes beyond hierarchical understanding of roles. Managing complexity and contradictions becomes the rule, not the exception. The clarity and simplicity of the company’s very own strategy, structure and culture must not be compromised. To be able to build up and live simple, clear but adaptable structures, procedures and roles in the company is an important key competence. This presupposes the ability to identify and focus on the necessary focal points of economic activity. To achieve this, it must be possible to understand and communicate interrelationships in a comprehensible way. Only a company that is able to think from the customer’s point of view and to place responsible action in the self-organizing hands of its employees can ensure the speed of reaction and quality of adaptation – and thus its survival in the VUCA world.

Companies need to understand that people are more important than processes and tools, and management’s role is to create the conditions for creative, personal and motivating collaboration. In the future, managers will therefore increasingly “only” build up the framework for action for employees, create meaning through an emotionalizing vision, provide the necessary resources and skills and thus ensure identification and motivation. In addition to professionalism, employees must have an increased degree of self-organisation ability and systemic and strategic thinking and action.

Our competence management helps you to develop and maintain these competences. Together with you, we create your specific company academy and offer tailor-made models for future-oriented management and personnel development.

Contribution of competence management to corporate success

Surviving stormy seas with a professional ‘Mannschaft’ (team)

Executives and junior managers face extreme challenges. The pace of innovation and change is increasing exorbitantly, and with it the pressure on companies. New generations of employees, the keyword Generation Z, with different leadership and attitudes to life and work, increase the complexity of management situations in companies. Classical leadership models and learned company structures are reaching their limits and can hardly keep up with this increasing dynaxity, simultaneous increase of DYNAmic and compleXITY.

Leadership development not only secures and creates the necessary competencies for agile, transformational leadership in the VUCA world, it is also an entrepreneurial ability in itself, a core competence of modern companies that is essential for survival.

justBZ supports you in competence and talent management with justDEVELOPMENT.

justDEVELOPMENT focuses on three target groups:

  • Top Management:
    Board members and managing directors, authorised signatories and selected top executives
  • Middle Management:
    Middle management, experienced executives
  • Potentials:
    Junior executives who hold their first managerial positions or are due to assume them in the near future

Specific development programs are offered for all target groups, which lead to a development center for participants of the middle management and potentials programmes. This primarily involves identifying strengths and learning fields and deriving individual measures for further development. A development center is therefore the right procedure if employees shall be developed systematically and purposefully. Companies receive a differentiated picture of the strengths and learning fields of their employees; the employees themselves receive valuable feedback about their profile and a meaningful development plan.

On the basis of these results, development measures can be planned and implemented. Any further need for action identified here can then be dealt with, for example, through events from the company’s general training programme, in target group-specific “Fit for Leadership” events and/or team or individual coaching.

If desired, top management can be further developed – situatively or generally in c-level-appropriate events, workshops or individual and management team coaching sessions – to better reflect on their own actions, to change perspectives and to successfully use their own resources and strengths in the management and leadership process. For this purpose, behavioural inventories such as DiSG® Work of Leaders or “Executive ResultsDriver (ERD)” provide top management – depending on the instrument used – with suggestions, e.g. on the strategic leadership process (target image and strategy development, commitment acquisition and implementation), performance-oriented leadership, leadership communication, cooperation in the management team, future management, leadership of executives, leading project organisations, and much more.


  • the top management develops into a functioning top management team also in the perception of the employees through its own role clarity and awareness for the role of the other, recognizing and promoting the commonalities and constructive addressing and synergetic use of the diversity of the management team members,
  • a cross-hierarchical, responsible and role-conscious management system is consolidated in the context of improved joint management action by the management team, possibly on the basis of new, effective management approaches, and
  • the top management experiences new impulses through “doing the right things” on the strategy levels of the company’s future picture an objectivs, organization and processes, culture and values, innovation and change as well as (core) products and (target) markets.

Management development is flanked by annual

  • Top Management Days and
  • Leadership or Executive Days (top management and middle management, optionally also selected junior executives)

which justBZ designs and implements together with you.

Such top management and executive days give the participants new impulses, ensure participation, offer orientation, create a common awareness and initiate the “decampment” for the always necessary further development of the company and its executives in the VUCA world.

Structure of leadership development measures with justDEVELOPMENT

In-house support with triple benefits for the mentee, the mentor and the company

justMENTORING supports selected potentials (mentees) on their way to achieving their and the company’s goals. Mentoring promotes individual employees within a defined period of time. Both mentors and mentees enter into the relationship voluntarily – and with enthusiasm.

The mentor supports his mentee through:

  • regular conversations (mentoring sessions),
  • practical suggestions/instructions,
  • know-how transfer – especially on an interpersonal and cultural level, less on a subject-specific level – and
  • access to his professional network and referral of contacts.

The advantage of mentoring by in-house mentors in contrast to external coaches consists primarily in the fact that the mentee can be taught the company-specific (hidden) rules, culture and procedures.

In mentoring, mentors and mentees come from different technical/work areas of the company – in cross-mentoring even from different companies/organisations. Thus the mentor can/must concentrate completely on his role as a “personality developer” and cannot withdraw to a role as an “expert advisor”.

Mentoring also offers great benefits for the company, as the mentor and mentee are subject to a continuous learning process. This training takes place “on the job”, i.e. what has been discussed is immediately implemented at the workplace. Mentoring also improves the internal flow of knowledge and networking within the company. Through the necessary “questioning attitude” within the framework of mentoring, the mentors experience themselves in a less transactional (leadership) role and take with them suggestions for optimising their own leadership behaviour.

The development of the mentee takes place through the direct dialogue between mentee and mentor as well as the support of the superior. The mentee takes personal responsibility for his/her own development, e.g. by scheduling and preparing mentoring sessions, planning and implementing the transfer, etc.

justMENTORING supports you in the conception and implementation of mentoring programs for various target groups, the establishment of necessary structures, the selection and qualification of mentors, the selection and preparation of mentees, the program kick-off, the necessary supervising accompanyment of mentors and the evaluation – and if necessary adaptation – of the mentoring program.

justMENTORING. Implementation of a mentoring programme

From reactive training to a strategic corporate academy

The VUCA world confronts companies with a variety of challenges. Digitalisation, demographic and social developments and globalisation are leading to far-reaching changes. Individual and organisational learning – and thus corporate academies as a place of learning – are moving into focus.

The future of learning and thus of business academies in the context of the VUCA world lies in their ability to enable self-directed learning on the job. In the future, learning will increasingly come from employees – not only as “consumers”, but also as knowledge providers. Corporate academies with a pure “provider thinking” will then tend to become a brake on learning and corporate development.

Small and medium-sized enterprises in particular are increasingly recognising an important strategic and operational contribution made by corporate academies in the form of

  • professionalisation of the leadership and cooperation culture also under the focus of globalisation
  • increasing the willingness and ability to innovate,
  • improvement of corporate agility by creating willingness and ability to change,
  • interlocking with organisational development and support on the way to digitalisation,
  • optimisation of company-wide knowledge management,
  • improvement of product, service and operational process quality,

and, last but not least, under the focus of the War for Talents

  • improvement of the employer brand and the employer reputation as well as
  • increased employee retention.

Based on experience from various academy development projects at different companies, the focus of the justACADEMY procedure model is on the following aspects, which ensure the success of the conception and realisation of the academy as well as the subsequent operation and further development:

  • corporate academies are not merely “centralised training organisations”. They are internal and external brands and therefore require active brand management.
  • Corporate academies need top management as a sponsor and its clear mandate – be it operational or strategic.
  • Corporate academies exemplify corporate culture and need the acceptance and support of managers and employees. This can be achieved above all through the concept of “colleagues train colleagues” and “managers as topic sponsors”.
  • Corporate academies consider the entire corporate environment and include, for example, suppliers, cooperation partners and customers.
  • Corporate academies must enable agile learning in an individualised way and near or on the job, e.g. through intelligent learning environments, micro learnings, blended learnings, etc.
  • Corporate academies must be able to prove their benefit and added value for the company. Evaluation thus gains immense importance.

justACADEMY. Realisation of a corporate academy

From a shortage of skilled employees to being a preferred employer

justREPUTATION supports companies in developing an authentic employer positioning in order to be perceived by current and future employees as a preferred employer. Take advantage of the opportunity to actively control and shape the process of “imprinting your company as a preferred employer” by yourself. This does not necessarily require large-scale and cost-intensive marketing campaigns, because often simple measures or ‘smart’ processes in everyday corporate life are sufficient to strengthen the employer brand.

Based on your corporate strategy, justBZ develops your path to becoming the preferred employer. Together with you and your team, we will identify your relevant benefit promises and USPs as a preferred employer. We define the roles and processes as well as the appropriate communication measures for building your employer reputation. The communication is aimed at both your current and potential employees. When developing the attractive employer brandjustREPUTATION focuses on the following triad:

  • Understanding and formulating the corporate culture:
    The corporate culture is determined by its values and behaviour and defines the fundamental convictions of the company, its management and employees.
  • Understanding and formulating the benefits for employees:
    What are the main reasons for employees to identify with the company and its products, what leads to high employee loyalty and performance motivation and the associated high quality of the work results?
  • Understanding and formulating the motivating raison d’être of the company:
    MTP (Massive Transformative Purpose) is the inspiring raison d’être. It changes the world in which we live, inspires the minds and hearts of people inside and outside the company and forms the guiding star for acting as an employer.

justREPUTATION. Three levels of employer reputation

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