A competence model describes the competencies available and needed in the company,” Google answers when supplied with keywords. “But that’s not how it is for us,” says Theresa Pöhlking, who worked as an HR Development Officer at VTG until November 2022 and played a key role in designing the new competence model. “Our model simply can’t describe all the competencies of a position, as the requirements of the individual positions are too varied for that.” In what follows, Theresa and Carola Koss – Manager People, Culture and Organization, who is now responsible for this topic in our HR department – provide more detailed insights on it.
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“Our competence model describes basic ways of behaving that we want all employees to have,” Carola explains. Rather than involving technical, IT or language skills, the goal here is to foster transparency for all parties when it comes to basic expectations, such as by asking ourselves: “What is expected of me?” or “What can I expect from others?” At the same time, it is an tool for assessing employees – for example, during the annual Performance and Development Dialog (PDD) discussions – but also for filling new specialist and leadership positions.
A guide to appropriate behavior
This isn’t completely new, as VTG already had this tool before. Instead, the new competence model is a refinement that became necessary as a result of the transformation process. “What we had before no longer suits what we are setting out to do now,” Theresa explains. “So the previously formulated competencies were scrutinized and aligned with our new goals and values.” One new feature immediately stands out: Whereas there used to be two competence models, there is now only one. “At VTG, we’ve made it our mission to dismantle hierarchies and to act more independently on all levels – so the distinction between leaders and employees no longer really fits,” Carola emphasizes. Accordingly, one of the seven competence fields is “entrepreneurial thinking,” and another is “strive for results,” which calls for personal initiative and the courage to make decisions on one’s own.
“Step by step, we will all grow familiar with the new requirements – and thereby lay the groundwork for achieving our goals.”
The competence model is used throughout an employee’s “journey”: from recruitment and applicant selection, to the annual PDD assessment, to undergoing training and attending professional development programs. Carola explains it like this: “The model is meant to be an anchor, a guide to behaving properly and assessing behavior appropriately.”
Each competence field is also defined in more detail – with a description and so-called behavioral anchors. However, they are not a yardstick that can be applied to each individual in the same way. For example, “be customer-centric” only refers to end customers for some employees, while for others it may also refer to the other departments one collaborates with. The weighting of competencies can also vary from position to position.
To communicate all this in detail, there will be various offerings for all employees – both digitally, such as with information events, as well as live, such as with face-to-face encounters as part of the future “VTG Culture Camps”, where all employees will gradually be introduced to our new goals, values and competencies.
Competence Fields – What’s New
1. Be customer-centric
Used to mean … being aware of and meeting our quality standards as well as responding to our customers’ needs in a timely and flexible manner.
Now means … delivering high-quality products and services as well as responding quickly to customer needs. Quality will therefore still be an important aspect of our work, but it will no longer take priority over everything else. Cost awareness and speed will also be important to us, which is why we strive to strike an economically sensible balance between maximum customization and potential standardization.
Our customer centricity is reflected in the fact that we anticipate customer needs, actively approach customers, and develop solutions together with our customers.
Instead of REACTING to customer needs, we want to ANTICIPATE them in the future or pinpoint them together with the customer.
2. Strive for results
Used to mean … accepting decisions once they have been made and being pragmatic. Decision-making was often delegated all the way up to the top (to the Executive Board).
Now means … We make decisions at the lowest possible level to be fast – but while also acting in a self-critical manner. We use data to continuously enhance our offerings and services and to make our processes more efficient. By collecting and evaluating data in a targeted manner, we make data-based decisions so as to ensure transparency, objectivity and traceability.
New! Data was not one of the topics included in our former competence models.
3. Operate sustainably
New topic in the competence model! As a key element of our strategy, sustainability will play an important role in all our activities – from the sparing use of resources to (investment) decisions based on ESG (Environment, Social, Governance) criteria.
4. Drive development
Used to mean … being able to be critical of ourselves and others.
Now means … We give each other feedback and demand it, too – even across hierarchies and spheres of responsibility.
Feedback isn’t a new topic, but it has been given a new focus. The goal is for employees to proactively request feedback from their colleagues and for constructive feedback to be provided across all hierarchy levels at VTG. The overall aim is to cultivate a learning culture that facilitates the personal development of the individual and thereby VTG as a whole.
5. Enable collaboration
Used to mean … something different depending on the competence model. In the employee competence model, it meant being open to new colleagues, other business units and new processes. In the leadership competence model, it meant that the VTG manager would lead on an equal footing and in dialog.
Now means … treating each other as equals across all hierarchies. After all, regardless of our business units, hierarchies or locations, we are working with colleagues whose expertise can make a critical contribution to our shared success.
New: Treating each other as equals used to only be mentioned in the leadership competence model. But since the issue continues to be relevant, we have also very explicitly described it in the new competence model.
6. Foster trust
New topic in the competence model!
Means … We respect each other and recognize that mutual trust is a strong basis for our actions.
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