We recently delivered a webinar on the subject ‘Using Competencies to Drive Employee Engagement’. If you didn’t manage to attend, please find a recording of the webinar here.

In our webinar, we discussed the relationship between employer, employee, and the organisation, and the need to create an environment in which employees wake up, and are excited to go to work each day. We believe that competencies can play a key part in developing a culture of engagement within organisations. To summarise, below are some of the main competency-based engagement drivers that we discuss with our clients:


Developing an engaged workforce can begin through the recruitment process!

Competency-based interviewing techniques, and competency-defined job roles can help seek out employees whose behaviours, attributes, and career goals are clearly in line with the organisation’s engagement culture.

Particularly when recruiting managers, using competency definitions can help to define and identify candidates whose behaviours that are conducive to nurturing a culture of employee engagement. Skills can be developed, recruit for behavioural traits which are far harder to learn.

Learning and Development

Good communication, is key to employee engagement. Clearly identifying which competencies are required for an employee to be successful in their role can inform open dialogue between a manager and employee regarding the employee’s learning and development and training to prosper in the role.

Career Planning

Providing a clear and visible career path enables employees to see their opportunities for growth and development in the organisation. No more feeling like they are stuck in a dead end job! Career paths developed with competencies in mind, help employees to see their own potential for growth, either vertically (within their job family), or horizontally (across their job band) – a great talking point for employee and managers during the development discussion.

Performance Management

We’ll say it again – good communication is crucial for helping employees feel engaged. A clear understanding of what “good performance looks like”, through the definition of successful behaviours, further aids dialogue between employer and employee, and contributes greatly at performance appraisal time.

Where Do I go From Here?

To find out more about Lexonis competency solutions – our frameworks and software, request a demo and don’t forget to download our webinar recording ‘Using Competencies to Drive Employee Engagement’!

In my previous blog post, Protecting Your Data with ISO-27001, I wrote about what ISO 27001 Certification was, how it worked, and how this helped Lexonis to build a robust approach to information security as an online competency management software provider. In this post I want to take a different approach, and to write about how Lexonis' ISO 27001 Certification impacts our relations with our clients, both current and prospective.

Client relationships, of course, come in all shapes and sizes, but at their core there is always the expectation by each party that the other will deliver on their commitments, and these can be characterised under two related measures: confidence and trust. Confidence represents an impersonal judgement, informed by business, regulatory and social context, but also by brand, image and impartial testimony, made by each party that that the other will meet its obligations. Trust, meanwhile, represents the interpersonal rapport which is formed by representatives of the two parties and acts as a mutual guarantee that each is working in good faith towards their responsibilities. Generally speaking, confidence is more readily generated by larger organisations, and trust is more productively generated by smaller ones.

What implications then, does ISO 27001 Certification have on the relationships we have with the clients for whom we provide our competency management solutions?

At first glance one might expect its main role to act as a confidence-booster for our clients. At its core ISO 27001 Certification is an impartial verification that Lexonis has instituted an information security management system to an industry 'gold standard'. The heart of ISO 27001 is that it provides an objective benchmark to work towards, and requires that organisations prove to regulated external auditors that those benchmarks have been met. Simply by holding the certificate our clients have good, independent reasons to believe that Lexonis is taking their data security seriously. Indeed, building this confidence is part of the point of seeking certification.

It is not however the whole of the story. One major advantage of seeking, and acquiring, ISO 27001 Certification as a small organisation is that it can act as a jumping-off point for deeper discussions with clients about the security of their data. By grounding our approach to information security in a public standard, we create a framework for really discussing it with clients. Part of the point of working towards ISO 27001 Certification has been to create an arena for greater engagement with our clients, to create more opportunities to build trust between us.

Ultimately, the main reason for Lexonis to acquire ISO 27001 Certification is to improve our management of information security, but just as the management system we have put in place extends through all layers of the business, so too do the implications, the opportunities and the consequences of that certification extend through it.

We trust that it will improve your confidence in us as well as in our competency management solutions, and we are confident that it creates the space for us to earn more of your trust.

There’s a lot being said and being written about employee engagement and it’s a subject that has been trending on HR forums for quite a while now. It has caused me to review my understanding of what people really mean when they use this term and how it relates to the world of competencies that are central to the work that we do here at Lexonis.

Employee engagement is often spoken of as the connection that an employee feels towards their employer and organization; the feelings that they have which cause them to get up and really want to go to work for their employer and more than that, to go beyond the call of duty when they get to work. Engaged employees are said to be committed, motivated and loyal, real assets to the organization!

To really help me to get to grips with what employee engagement means to me, I thought I would relate it to my real-world experience, in other words, what has caused me to feel totally engaged, committed and motivated to perform for organizations that I have worked for?

The factors that I have listed below are not exhaustive and clearly there may be some that are personal to me, but perhaps at least some of them will resonate with you:

  1. I enjoy having the opportunity to improve myself, to learn and grow both professionally and as a person. I have appreciated employers who have given me the opportunity to do that, whether formal or not.
  2. I work better when I feel inspired by my managers and leaders, when I have time to spend with them, to listen and be heard, and to learn from them. I want to be successful so that they will feel the same about working with me.
  3. I feel good about working for an organization that is well thought of; I feel a sense of pride about working for and being associated with such an organization. For instance, I loved working for a time at Microsoft because of the recognition that the company received and the great products it was known to develop.
  4. I like working in a great environment, not just the physical facilities but also a collaborative culture, where we are all part of the team and we are working towards something bigger than ourselves.
  5. I feel good when I know that my employer has a genuine interest in my health and wellbeing, I am not just ‘a number’.

So what has this all got to do with competencies, you may ask? Here’s just a start…

  • How do you know how to develop people unless you understand the competencies that they need to be successful in their jobs?
  • How can you help people chart their career development without articulating the skills and competencies that they need to develop in order to take the next step on their career ladder?
  • How do you develop great products without hiring people with competencies such as ‘Initiative’, ‘Attention to Detail’ and ‘Problem Solving’ to innovate them?
  • How can you recruit and promote inspirational leaders unless you define and evidence the behavioral competencies that you are looking for in them?
  • How do you develop a collaborative culture without understanding the behaviors that contribute to such an environment?

I could go on, but you get the picture…if you would like to find out more regarding how competencies can drive employee engagement register for the Lexonis webinar on Tuesday 21st February, 2017 using this link: http://www.lexonis.com/webinar