Most organisations, knowingly or not, fall into what we call the competency trap. Job descriptions are designed to address today’s needs, with candidates being measured against how well their past experiences and current skills fit those requirements. It’s a snapshot approach—a static process that risks overlooking the dynamism of individuals.
But here’s the real risk: when you recruit based solely on today’s needs, you miss out on tomorrow’s opportunities. What happens when the role evolves, the market shifts, or the organisation pivots to a new strategy? The reality is, skills become outdated, experience reaches its limits, and you’re left with a workforce that's ill-equipped to grow with the business.
From static to dynamic: A new lens for talent
What if, instead of focusing solely on what people have already done, we started to focus on the value they can bring today and on what they are capable of becoming? This shift requires a fundamental change in mindset: from hiring for competencies to hiring for capabilities.
Capabilities represent a person’s potential to add value, grow, adapt, and thrive in the face of new challenges. It’s a dynamic, future-focused approach that aligns perfectly with the needs of businesses in an era of rapid transformation. Instead of just asking, "What can this person do for me today?" forward-thinking CEOs and CHROs must ask, "What value can he add and what will this person be able to achieve tomorrow?"
This shift is not just theoretical—it’s already happening. Innovative companies around the world are transforming their recruitment and talent development strategies by focusing on complexity orientation, learning agility, and long-term potential to measure current and future value creation potential. These organisations are building future-proof teams, made up of individuals whose value grows exponentially over time.
The CEO and CHRO aha moment: Building value for the future
If you're leading an organisation today, consider this: the roles you’re hiring for now might not even exist in five years. The biggest disruptors in the next decade will be those companies who have developed the capability to continuously evolve—not just in their products or services, but in their people.
In this context, you’re not just looking for someone who can perform a role—you're looking for someone who can reshape the role, adapt to the unforeseen, and contribute to the organisation in ways that are yet to be imagined. This is the true value of unlocking human potential. It goes beyond filling a position; it’s about ensuring your organisation is prepared for the future, whatever that may bring.
A new approach to talent development
The shift from competencies to capabilities also reshapes how we think about leadership development and internal talent pipelines. How are you growing the next generation of leaders in your organisation? Are you grooming them based on their current performance, or are you nurturing their capacity to lead in an uncertain future?
The world’s most successful CEOs recognise that the future is unknowable. What they can control is their ability to prepare their people to handle whatever comes next. This means investing in learning agility, cognitive flexibility, and fostering environments where growth potential—not just experience—is the most valued currency.
What does this look like in practice?
So how do you, as a CEO or CHRO, make this shift in your organisation? It starts by integrating a new framework for talent assessment and development. At VALPEO, we believe in empowering organisations to understand individuals beyond the present moment, looking at their capabilities and potential for the future.
Our approach moves beyond traditional assessment tools, focusing on an individual's complexity orientation and their capacity to handle increasing complexity over time. This methodology allows companies to recruit and develop talent that not only fits today’s needs but will continue to grow with the organisation, driving future success.
How would you like to be treated?
As you consider this shift, ask yourself: would you rather be viewed as a subject, judged solely on your competencies and past experiences, or as an object, recognised for your potential and the value you can bring today and in the future? This distinction is crucial, as it shapes how we approach talent development and organisational growth. Embracing a capabilities-focused mindset allows us to see individuals not just for who what they already have achieved but for what they are capable of now and in the future, fostering a culture of growth and innovation and create environments where everyone feels recognised for their full potential.
This perspective not only enhances employee engagement but also drives long-term organisational success. After all, everyone deserves to be seen as a valuable contributor to the present and the future.
Final thoughts: The future is built on potential
In today’s rapidly changing world, staying ahead requires more than just hiring for competencies. It requires hiring for capabilities—the capacity to grow, adapt, and innovate. For CEOs and CHROs, the challenge isn’t just about finding the right talent for today; it’s about unlocking the potential that will define your company’s success tomorrow.
By embracing this paradigm shift, you’re not just filling roles—you’re building a future. And in that future, the companies who understand and nurture human potential will be the ones that thrive. Are you ready to make that shift?
