Competence (human resources) - Wikipedia
The concept of competency is usually applied to define the whole of individual abilities, skills, behaviours and knowledge, oriented to effective performance. level of knowledge, skills, and abilities required for success in the workplace as well as The difference between a competency and a learning objective. Skills + Knowledge + Abilities = Competencies employees need to demonstrate the right mix of skills, knowledge, and on-the-job ability.
The person assessed must be able to act in new ways when it will promote the purpose of the organization or community and make the preferred future come to life. McClelland and occupational competency[ edit ] The Occupational Competency movement was initiated by David McClelland in the s with a view to moving away from traditional attempts to describe competency in terms of knowledgeskills and attitudes and to focus instead on the specific self-image, values, traits, and motive dispositions i.Human Resource Management Competencies
It should be noted that different competencies predict outstanding performance in different roles, and that there is a limited number of competencies that predict outstanding performance in any given job or role.
Thus, a trait that is a "competency" for one job might not predict outstanding performance in a different role. There is hence research on competencies needed in specific jobs or contexts. Nevertheless, there have been developments in research relating to the nature, development, and assessment of high-level competencies in homes, schools, and workplaces.
In these fusions, the degree of belonging to the resulting group expresses the extent to which these competencies are possessed. Benefits of competencies[ edit ] Competency models can help organizations align their initiatives to their overall business strategy. By aligning competencies to business strategies, organizations can better recruit and select employees for their organizations.
Competencies have been become a precise way for employers to distinguish superior from average or below average performance.
The reason for this is because competencies extend beyond measuring baseline characteristics and or skills used to define and assess job performance. In addition to recruitment and selection, a well sound Competency Model will help with performance management, succession planning and career development.
Competencies & Performance
The use of behavioral interviewing and testing where appropriate, to screen job candidates based on whether they possess the key necessary job competency profile: Focuses training and development plans to address missing competencies or raise level of proficiency Enables people to focus on the skills, knowledge and characteristics that have the most impact on job effectiveness Ensures that training and development opportunities are aligned with organizational needs Makes the most effective use of training and development time and dollars Provides a competency framework for ongoing coaching and feedback, both development and remedial Performance management: Provides regular measurement of targeted behaviors and performance outcomes linked to job competency profile critical factors.
Development of stepping stones necessary for promotion and long term career-growth Clarifies the skills, knowledge, and characteristics required for the job or role in question and for the follow-on jobs Identifies necessary levels of proficiency for follow-on jobs Allows for the identification of clear, valid, legally defensible and achievable benchmarks for employees to progress upward Takes the guesswork out of career progression discussions Succession planning: How we treat the patient is part of the patient's treatment.
Depending on the position, both technical and performance capabilities should be weighed carefully as employment decisions are made. For example, organizations that tend to hire or promote solely on the basis of technical skills, i.
Individual performance competencies are more specific than organizational competencies and capabilities. As such, it is important that they be defined in a measurable behavioral context in order to validate applicability and the degree of expertise e. Functional competencies are job-specific competencies that drive proven high-performance, quality results for a given position.
They are often technical or operational in nature e. Unlike leadership characteristics, management characteristics can be learned and developed with the proper training and resources. Competencies in this category should demonstrate pertinent behaviors for management to be effective. Initiative and creativity Plans work and carries out tasks without detailed instructions; makes constructive suggestions; prepares for problems or opportunities in advance; undertakes additional responsibilities; responds to situations as they arise with minimal supervision; creates novel solutions to problems; evaluates new technology as potential solutions to existing problems.
Judgement Makes sound decisions; bases decisions on fact rather than emotion; analyzes problems skillfully; uses logic to reach solutions. Quality of Work Maintains high standards despite pressing deadlines; does work right the first time; corrects own errors; regularly produces accurate, thorough, professional work.
Reliability Personally responsible; completes work in a timely, consistent manner; works hours necessary to complete assigned work; is regularly present and punctual; arrives prepared for work; is committed to doing the best job possible; keeps commitments. Applies knowledge to identify issues and internal problems; works to develop additional technical knowledge and skills.
Competencies and Performance
Quantity of work Produces an appropriate quantity of work; does not get bogged down in unnecessary detail; able to manage multiple projects; able to determine project urgency in a meaningful and practical way; organizes and schedules people and tasks. Communication Writes and speaks effectively, using conventions proper to the situation; states own opinions clearly and concisely; demonstrates openness and honesty; listens well during meetings and feedback sessions; explains reasoning behind own opinions; asks others for their opinions and feedback; asks questions to ensure understanding; exercises a professional approach with others using all appropriate tools of communication; uses consideration and tact when offering opinions.
Problem solving Anticipates problems; sees how a problem and its solution will affect other units; gathers information before making decisions; weighs alternatives against objectives and arrives at reasonable decisions; adapts well to changing priorities, deadlines and directions; works to eliminate all processes which do not add value; is willing to take action, even under pressure, criticism or tight deadlines; takes informed risks; recognizes and accurately evaluates the signs of a problem; analyzes current procedures for possible improvements; notifies supervisor of problems in a timely manner.
Attention to detail Is alert in a high-risk environment; follows detailed procedures and ensures accuracy in documentation and data; carefully monitors gauges, instruments or processes; concentrates on routine work details; organizes and maintains a system of records. Flexibility Remains open-minded and changes opinions on the basis of new information; performs a wide variety of tasks and changes focus quickly as demands change; manages transitions from task to task effectively; adapts to varying customer needs.
Organization Able to manage multiple projects; able to determine project urgency in a practical way; uses goals to guide actions; creates detailed action plans; organizes and schedules people and tasks effectively. Quality control Establishes high standards and measures; is able to maintain high standards despite pressing deadlines; does work right the first time and inspects work for flaws; tests new methods thoroughly; considers excellence a fundamental priority.
Responsiveness to requests for service Responds to requests for service in a timely and thorough manner; does what is necessary to ensure customer satisfaction; prioritizes customer needs; follows up to evaluate customer satisfaction. Innovation Able to challenge conventional practices; adapts established methods for new uses; pursues ongoing system improvement; creates novel solutions to problems; evaluates new technology as potential solutions to existing problems.
Building a competency model[ edit ] Many Human Resource professionals are employing a competitive competency model to strengthen nearly every facet of talent management—from recruiting and performance management, to training and development, to succession planning and more. A job competency model is a comprehensive, behaviorally based job description that both potential and current employees and their managers can use to measure and manage performance and establish development plans.
Often there is an accompanying visual representative competency profile as well see, job profile template. Creating a competency framework is critical for both employee and system success.
Knowledge, Skill, and Ability (KSA) Competencies Program
An organization cannot produce and develop superior performers without first identifying what superior performance is. To do this, organizations develop behavioral interview questions, interview the best and worst performers, review the interview data tracking and coding how frequently keywords and descriptions were repeated, selecting the SKAs that demonstrated best performance and named the competencies One of the most common pitfalls that organizations stumble upon is that when creating a competency model they focus too much on job descriptions instead the behaviors of an employee.
Experts say that the steps required to create a competency model include: Gathering information about job roles. A well-defined, multilevel competency defines each of these elements in terms that allow managers and HR professionals to observe and recognize them through qualifying materials such as resumes, tests, and interviews, and through on-the-job performance in the workplace.
Well-defined, multi-level competencies are designed to provide a strong but flexible foundation that links every HR activity.
Skill definitions—particularly for technical skills—are often pulled from a variety of sources, and as a result, they lack consistency. A competency dictionary defines these types of skills in consistent terms so that employees can see how their skills, knowledge, and abilities align with their own position as well as others in the organization. View some examples of competency dictionaries.
Competencies were designed to fit into an architecture that spans the entire organization and lends structure to different departments, teams, and other business units. Unlike skill definitions, multi-level competencies define a specific skill at different levels of expertise and proficiency. Defining each of these proficiency levels is an invaluable tool for helping employees understand and take control of their career progression.
- Competence (human resources)
- What’s the Difference Between Skills and Competencies?
Core competencies are shared by every employee in the company—from entry level to CEO—and bring greater unity, purpose, and coordination to the organization. Using Competencies to Manage Talent Because competencies are more detailed than skills, and because they have an internal and relational logic, using them as a foundation for talent management requires greater rigor and care.
In previous decades, the additional work involved in using competencies to define job success made many organizations hesitate to adopt them.
But in the past few years, the process of building and deploying comprehensive competency architecture to support the organization has been revolutionized by software solutions.