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Common challenges in TBK implementation

Implementing the Technical, Behavioural, Knowledge (TBK) approach in an organisation can offer numerous benefits, but it also comes with a unique set of challenges. Successfully integrating technical, behavioural, and knowledge skills into a cohesive development framework requires careful planning, commitment, and alignment with business objectives.

This post explores the common challenges organisations may face in implementing TBK and offers some simple strategies to address them.

Defining and Standardising TBK Requirements

Challenge:

  • Creating clear and consistent definitions for technical, behavioural, and knowledge competencies can be complex, especially when these requirements vary significantly across roles and departments.
  • It can be difficult to set standardised benchmarks for evaluating these skills in a way that is meaningful and applicable to diverse roles.

Solution:

  • Develop Role-Specific TBK Frameworks: Begin by creating TBK profiles for each role, outlining the specific technical, behavioural, and knowledge skills required at various levels (entry-level, mid-level, and senior).
  • Involve Stakeholders: Collaborate with department heads, HR, and current role-holders to define competencies that are both role-specific and aligned with overall business goals.
  • Use Competency Libraries: Leverage established competency frameworks and libraries (e.g. SFIA, APS, DDaT, SHRM, HRCI, or role-specific competency models) as a starting point to ensure clarity and consistency.

Difficulty in Measuring Behavioural and Knowledge Competencies

Challenge:

  • Technical skills are often easier to measure through practical tests or certifications, whereas behavioural competencies and knowledge are more subjective and context dependent.
  • It is challenging to create assessments that accurately capture behavioural skills such as leadership, empathy, adaptability, and communication, and only another subject matter expert can judge the quality of someone’s domain knowledge.

Solution:

  • Implement Multi-Method Assessments: Use a combination of 360-degree feedback, behavioural interviews, simulations, and situational judgment tests (SJTs) to assess behavioural competencies.
  • Standardised Rating Scales: Develop clear, standardised rating scales and indicators for technical, behavioural, and knowledge factors in each competency to reduce subjectivity and bias in evaluations.
  • Simulated Scenarios: Create role-playing or real-world simulations where employees can demonstrate their behavioural skills and domain knowledge in a controlled environment.

Balancing Technical, Behavioural, and Knowledge Training

Challenge:

  • Many organisations place a greater emphasis on technical skills training due to their ease of delivery immediate and tangible impact on job performance. As a result, behavioural and domain knowledge training is often deprioritised, leading to an imbalance in competency development.
  • Employees and managers may resist spending time on soft skills training, viewing it as less critical compared to acquiring technical expertise. Equally, many organisations historically considered that subject matter expertise was what they are hiring, rather than something they were responsible for developing.

Solution:

  • Integrate all three Skill Sets in Learning Paths: Design blended learning programs that incorporate technical, behavioural, and knowledge components, showing how behavioural skills enhance the application of technical skills and domain knowledge.
  • Highlight Business Impact: Communicate the value of behavioural competencies and domain knowledge by linking them to business outcomes, such as improved team productivity, client satisfaction, or leadership effectiveness.
  • Encourage Leadership Buy-In: Get support from senior leaders by demonstrating how strong behavioural skills (e.g. communication, conflict resolution) and domain knowledge contribute to higher-performing teams, better outcomes, and long-term success.

Resistance to Change and Lack of Buy-In

Challenge:

  • Employees and managers may resist adopting the TBK approach if they don’t see immediate value, particularly in environments where technical prowess has traditionally been the primary focus.
  • There can also be a perception that focusing on behavioural and domain knowledge development is unnecessary or a distraction from core responsibilities.

Solution:

  • Change Management Strategies: Use change management strategies to communicate the benefits of a TBK approach and how it aligns with both individual and organisational success.
  • Pilot Programs: Start with pilot programs in select teams or departments to demonstrate success and gather testimonials from participants. Use these as case studies to build broader buy-in.
  • Incentivise Participation: Offer rewards or recognition for employees who engage in TBK development, such as career advancement opportunities, internal certifications, or public recognition.

Misalignment Between L&D and Business Goals

Challenge:

  • Learning and development (L&D) initiatives sometimes operate in isolation, focusing on general competency development without aligning closely with the organisation’s strategic goals and the specific needs of various roles.
  • This can result in a disconnect where the technical, behavioural and domain knowledge skills being developed are not effectively applied to achieve business outcomes.

Solution:

  • Link TBK to Business Strategy: Ensure that TBK competencies are directly tied to key business objectives. For example, if innovation is a core strategic priority, focus on developing technical skills in new technologies alongside behavioural skills in creative problem-solving and collaboration and wide awareness of the direction of travel in the domain.
  • Create Cross-Functional Development Plans: Work closely with business leaders to create TBK development plans that are relevant and directly applicable to employees’ daily roles and responsibilities.

Overcoming Skill Silos

Challenge:

  • In organisations with strong technical or subject matter expertise, skills can sometimes be siloed, with limited cross-functional collaboration or communication between technical and subject matter expert teams. This is exemplified in the IT versus the Business dichotomy, so common in corporate discourse.
  • These skill-silos can create barriers to teamwork, innovation, and organisational agility.

Solution:

  • Promote Cross-Functional Teams: Use cross-functional projects, job rotations, and mentorship programs to expose employees to different roles and viewpoints, encouraging the development and sharing of technical, behavioural, and domain knowledge competencies.
  • Create a Culture of Knowledge Sharing: Implement practices that promote knowledge sharing and collaboration, such as internal forums, workshops, or brown-bag sessions, where technical experts share insights with non-technical teams and vice-versa.

Limited Resources for Holistic Development

Challenge:

  • Many organisations lack the resources (time, budget, or training expertise) to create comprehensive development programs that equally address technical, behavioural, and domain knowledge competencies.
  • Budget constraints often lead to prioritising technical training over behavioural and knowledge development.

Solution:

  • Use Cost-Effective Learning Solutions: Leverage low-cost or no-cost solutions, such as e-learning platforms (e.g. Coursera, Udemy), webinars, and self-directed learning resources to provide flexible training options.
  • Integrate Learning into the Workflow: Use on-the-job training and experiential learning opportunities (e.g. project assignments, leadership shadowing) that don’t require separate budgets for formal training.
  • Focus on Critical Competencies: Prioritise key TBK competencies that will have the highest impact on performance and business outcomes.

Difficulty in Creating a Continuous Learning Culture

Challenge:

  • Implementing TBK effectively requires a continuous learning culture where technical, behavioural, and knowledge based skills and capabilities are regularly updated and refined.
  • Many organisations struggle to sustain this culture, especially when employees feel overburdened or see learning as a secondary priority to immediate job tasks.

Solution:

  • Embed Learning in Daily Practices: Create bite-sized learning opportunities that fit into daily workflows, such as micro-learning sessions, regular team discussions on specific TBK skills, and reflection exercises.
  • Set Learning as a Core Value: Promote a culture where learning is viewed as a core value, supported by leadership through personal examples and recognition of those who engage in continuous development.
  • Frequent Development Checkpoints: Use the Personal Development Plan cycle to implement regular development checkpoints (e.g. monthly goal reviews, quarterly TBK assessments) to keep learning goals top-of-mind and encourage ongoing growth.