Competency Modelling

Many organisations today are using competency modelling to link their HR processes

Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role.

For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well changes.

What Is A Competency Model? A Competency Model describes the competencies required to perform effectively in particular roles. This set of competencies is then used as standards against which to: - Select new staff Develop staff Evaluate the on-going performance of staff in these roles.

Competency Models enable one set of standards to be applied across the full range of human resource processes. This provides a common language and understanding and a consistency when assessing individual performance whether for the purpose of selection, development or performance management.

Components of a Competency Framework A competency framework consists of 3 main parts:-Behavioural indicators Competencies Competency clusters.

Behavioural Indicators: These are examples of behaviours that would be observed when someone demonstrates competence. They are the building blocks of the competency framework. For example behavioural indicators for the competency "Teamwork Work and Collaboration" are: Identifies when team members need support and provide it. Shares knowledge and information willingly with others. Collaborates effectively in meetings and informal interactions.

A Competency: This is a set of behaviours, which demonstrates that a person has the abilities, knowledge, skills and personal attributes to do the job competently.

The best way to describe competencies is to use behavioural language that describes the actions needed to achieve the organisation's goals. For example the competency "Teamwork" is described as "Works with others to cooperatively accomplish objectives".

Competency Clusters: These are individual competencies that are grouped into competency clusters. For example the competency "Teamwork" forms part of the competency cluster "Working With Others". Other competencies that would form part of this cluster are, "Influencing and Persuading", "Building Relationships", "Managing Others", etc.

Here is an example of a few of the behavioural indicators associated with the competency "Customer Service" which is part of the "Working With Others" competency cluster.

Customer Service Recognising and understanding customers' needs and delivering in a manner that exceeds customers' expectations.

Behavioural Indicators Listens to and values customers' needs, suggestions and feedback.

Develops and maintains positive, constructive relationships with customers.

Exerts a high level of effort to meet customers' needs in a timely manner

AssessSystems has a Competency Library consisting of a comprehensive set of commonly used workplace competencies and behavioural indicators. The Library is used to develop specific competency models for all jobs within an organisation. The number of competencies in a specific model varies. Usually a competency model will consist of a set of 8 -- 12 competencies per job role.

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10 Questions to Diagnose Strategic Competence

Through his article entitled “Are you a Strategist or Just Manager?” , Hans H. Hinterhuber and Wolfgang Popp discussed about the importance for executives to go beyond managerial competence toward strategic management competence. He argue that strategic management competence is linked with the personality of successful entrepreneurs and managers.

Strategist can be identified by measuring the vision, the way to suit changing conditions, and generalize the ideas into action and led others to do so. Although there is no test that can precisely evaluate an individual’s strategic management competence, he presented ten-question profiles based on Prussian general’s strategic thinking that are helpful to diagnose/measure strategic competence. Here are the questions:

1. “Do I Have an Entrepreneurial Vision?” This is an important skill to provide an orientation point that guides a company’s movement in specific direction.

2. “Do I Have a Corporate Philosophy?” This question is measurement of ideological creed of both entrepreneurs and managers.

3. “Do I Have Competitive Advantage?” By understanding where does competitive advantage exist, company could get the unique position in the market.

4. “Do My Employees Use Their Ability to Act Freely in The Interest of the Company?” Effective directives combine the strategic intention of top management with the initiative and creativity of all employees.

5. “Have I Built an Organization That Implements My Vision?” Managers must ensure that company’s vision remain in their position.

6. “Are The Line Managers Involved In Strategic Planning?” The key to successful execution of strategy is early involvement of line managers.

7. “Is the Corporate Culture in Harmony with the Strategies?” It is a must that corporate culture, company philosophy, and strategies can be implemented by employees.

8. “Do I Point out Directions and Take New Approaches?” Managers must have performance and entrepreneurial capability in spontaneity, originality, intuition, and personal greatness to become a strategist.

9. “Have I been Lucky in My Life So Far?” The good strategist also needs good luck. They must have an ability to put oneself in position that favors being lucky.

10. “Do I Make Contribution to the Development of Society and Myself?” Managers must make good relationships both inside and outside the company.

So, are you a strategist or just manager?