Set of competencies; the presence of knowledge and experience necessary for effective activity in a given subject area is called Competence (from the English. competence).
Competency levels
Depending on the semantic scope, competencies can have levels.
Competencies without levels– a model covering types of work with simple standards of behavior. It has one list of indicators for all competencies. Here, all behavioral indicators apply non-exclusively to all functional roles.
Competencies by level– a model that describes a wide range of work with different requirements for their implementation. Behavioral indicators within each competency are represented by separate lists (levels). This allows several different competencies to be presented under one heading, providing convenience practical use competency models when necessary to cover a wide range of functional roles. The introduction of competency levels allows for a more adequate assessment of personal competencies without complicating the structure of ideal competency profiles.
Types of competencies
The following types of competencies are distinguished:
- Educational and cognitive competence is a set of skills and abilities of cognitive activity. Mastery of the mechanisms of goal setting, planning, analysis, reflection, self-assessment of the success of one’s own activities. Possession of methods of action in non-standard situations, heuristic methods of solving problems. Possession of measurement skills, use of statistical and other methods of cognition.
- Information competence is the ability to independently search, analyze, select, process and transmit the necessary information.
- Communicative Competence is the ability to interact with people around you and the ability to work in a group. Familiarity with various social roles.
Competencies in personnel assessment
Competencies are used to evaluate company personnel. In this case, the set of competencies is a Competency Model that describes the qualities required by personnel in a given company in order to be successful. You can select corporate competencies- necessary for all company employees, managerial competencies- necessary for company managers (all or only a certain level), as well as special (specific) competencies necessary only for a certain category of employees ( For example: sales managers).
A typical mistake associated with assessing a candidate’s competence is when the recruiter closely evaluates the “can” zone and does not evaluate the “wants” zone at all. As a result, we take a tested person who has completed a trial task, and... at the same time we get a sluggish, poorly performing employee. And why? He just doesn’t want to work, his motivation doesn’t meet the company’s standards. Let’s figure out what is included in the “wants” zone.
1. "Like"
Try to hire people who genuinely enjoy most of what they can do. This is easy to check using the “three pluses and three minuses” method. For example, if a person does not like speaking in public, he will not be a good speaker. We all, even if we are very decent and responsible, want to quickly get rid of what we don’t like. And vice versa, we can be creative, we self-actualize, we work like clockwork only when we like what we do. Letting employees do what they enjoy is great motivation.
2. "Benefits"
- material (money, bonuses);
- intangible (prestige, status, recognition, relationships in the team, relationships with the manager);
- vital (everything related to physical comfort, health, safety).
A candidate's motivation is good if it matches the company's capabilities. Motivation in itself cannot be good or bad. If a person's main motive is money, then he will be an excellent employee for a company that pays more than others, where there is an opportunity to influence salary with the help of his results. And at the same time, he will be a disgusting employee who will quickly leave if the company pays below the market average. If the salaries in your company are low, but you have an excellent team, then hire someone for whom relationships in the team are important.
3. "Values"
The candidate's values should not conflict with the company's values. Otherwise, conflict is inevitable. Always take this into account when hiring.
Ethics and Practice
Proactivity instead of reactivity - this principle should guide an HR manager. Evaluate the candidate’s competence not only at the moment, but also how it will manifest itself in a year or two or three. For example, is innovation good or bad? It all depends on what happens in the future. If an employee encounters innovation all the time, that’s good. If he is faced with a routine, he will become demotivated and quit. In practice, there are no good and bad candidates and employees: there are suitable and unsuitable ones. Many stereotypes in business practice may turn out to be incorrect. Let's say, wonderful, kind, a positive person will be a disgusting auditor, because... such work will inevitably cause internal conflict in him. At the same time, a narrow-minded or rather conservative person will be excellent in the role of an employee performing the same type of operations from year to year. And if he is smart and career-oriented, he will leave this job. Pickiness, tediousness, and a negative attitude towards people can be excellent qualities, for example, for the head of a security service. Creativity is absolutely inappropriate for an HR executive, but absolutely necessary for a brand manager.
Competency model
Competency model is a set of competencies necessary to successfully perform a given job in a given organization. A competency model can include a wide variety of knowledge, abilities, skills and individual personal characteristics. The main requirement that is presented to them is that they must be described in the form of behavior indicators.
Development of a competency model includes:
1. Preparatory stage(setting project goals and objectives, project planning, creating a team to collect and analyze information).
2. Direct development of a competency model.
selection of performance criteria;
determination of criterion sampling;
selection of a specific analysis technique;
collection of information;
information analysis and competency model design;
checking the validity of the draft competency profile.
3. Putting the model into operation.
Ways to develop a competency model or profile:
1. Interview to obtain behavioral examples
The interview method for obtaining behavioral examples allows us to determine the competencies necessary for high-quality performance of work. By asking people to focus on critical situations they have encountered on the job, data can be collected on the most important competencies. The respondents tell vivid stories short stories about how they coped with the most difficult, most important areas their work and at the same time demonstrate the competencies necessary to perform this work.
2. Working with a group of experts
Experts can be managers, top employees, or outside experts. A group of experts, through discussion, determines the personal characteristics of employees necessary to perform work at the minimum acceptable and highest levels.
3. Competency libraries
The use of competency libraries ensures the collection large quantity data for statistical analysis in short time. However, the data from such libraries and collections is limited, and therefore, when using them, competencies that were not included in the collection by its compilers are often missed. Libraries do not provide the opportunity to identify new competencies or provide detailed information about the nuances of competencies. Competency libraries are often used as an auxiliary source of information that allows you to supplement the created competency profile with new competencies that could not be captured at other stages of profile development.
4. Repertory grid method
The manager unites employees into groups according to any of the characteristics, which he himself defines as important characteristic successful completion of the work. In this way, qualities that are unique to high-performing employees are revealed.
5. Work task analysis
Employees or supervisors list in great detail every task, function, or action the employee performs while performing the job. This method gives very detailed descriptions works useful for analyzing certain competencies when developing a competency profile. For example, specification technical assignments required by the job can be used to establish the cognitive skills needed for the job.
6. Direct observation
Employees performing work tasks are monitored and behavioral indicators they demonstrate while performing those tasks are recorded in writing. This good way identify or test competencies proposed by panels of experts in reviews or behavioral interviews. However, this method is expensive and ineffective for primary collection behavioral examples.
Notes
Links
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Head of Human Resources at the National Research University Higher School of Economics - St. Petersburg, Natalya Vladimirovna Volkova, talks about this important topic from the field of personnel management, such as competency management during the period organizational changes.
What is competency management and why is it necessary? Competency management is an approach to personnel management that focuses on determining the personal potential of employees and aims to strategic development companies, is relevant when solving problems such as career management, advanced training and development, personel assessment, personnel selection, organizational changes, staff incentives.
In the middle of the last century in the United States, staff were selected based on students' academic performance and intelligence tests, which did not reflect everyone important for successful activities characteristics. To confirm this, Natalya Vladimirovna cites a parable about two clerks:
“The master hired two clerks - Peter and Vasily. And based on the results of their work, he gives them wages: Peter - 1 ruble, and Vasily - 5 rubles. Peter decides to get feedback, to find out why he was paid only a ruble, and the other - 5. Peter is surprised: “How can this be? I am young, I run fast, I perform all actions very well. Why is there such inequality in wages?. To which the master says to him: “Do you see that convoy? Find out what kind of convoy this is.” Peter comes running and says: “This convoy is coming from Saratov.” The master asks to find out where is he going convoy Peter runs away, returns and says that the convoy is going to Ryazan. The master asks to find out what the convoy is carrying. Peter runs away again, returns and reports to the master that the convoy is carrying wheat. The master calls Vasily and asks him to find out what kind of convoy this is. Vasily returns after some time and says: “This convoy is going from Ryazan to Saratov, carrying wheat, which they are going to sell there for 5 rubles. I agreed on 3 rubles. Shall we take the wheat or let it go further?”
“This parable is good because it really reflects that there is knowledge and skills that lie on the surface, and which we can evaluate on a resume, on an education diploma. And there are motives and individual characteristics, which do not lie on the surface. These are the behavioral characteristics that show the effectiveness of an employee’s work,” Natalya Vladimirovna emphasizes.
To characterize an employee’s performance and evaluate its effectiveness, a concept such as competencies is used, or a set of characteristics and abilities of a person that allow him to perform actions leading to an effective result (Boyatzis). A set of specific competencies shows the competence of a particular specialist. Competence is the ability required to solve work problems and achieve the required work results (Whiddent & Halliford).
For convenience, the researchers whose definitions are given by Natalya Vladimirovna suggest combining competencies into clusters to cover different areas of business. This is how a competency model emerged, which represents a complete set of competencies and behavioral indicators necessary for an employee to successfully perform his functions, and manifested in appropriate situations and time for a particular organization.
The first thing to start with when analyzing competence is how professional a person is in a particular field of activity (professional competencies). Recently, cross-functional competencies (finance not for financiers, logistics not for logisticians, etc.), which play an important role in the effectiveness of an employee, have also become increasingly relevant.
The second component of the competency model is corporate competencies, or the ability to work in a business environment. They show how willing an employee is to accept the company’s values, attitudes and goals.
The third block of competencies is managerial, applied to positions at all levels of management and ensuring the effectiveness of managers. Managerial competencies are aimed, as a rule, at fulfilling strategic tasks.
Next, a systematic question arises: how can this competency model be implemented in business? “There is an opinion that competency management is very difficult to implement, that this procedure is unrealistic. In fact, there is nothing unreal,” notes Natalya Vladimirovna. The diagram below is proof of this.
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This diagram reflects the process of developing and implementing a competency model. On the one hand, these are the stages of implementing competency management, and on the other hand, the model says that it is necessary not only to introduce some action and see what happens, but also to receive feedback.
Next, you need to decide on the strategy for implementing competency management, identify the target group of employees for whom it is necessary to develop competency requirements and outline an implementation strategy. If a company has strategic goals, then it is important to identify two groups of employee competencies necessary to achieve them: 1) competencies necessary to carry out organizational changes and 2) competencies necessary to achieve set goals in the future.
An important stage in the implementation of competency management is to analyze the needs for certain competencies among employees belonging to different groups of positions (top and middle managers, specialists, trainee consultants). Here, in order of importance for each position, competencies such as communication skills, IT skills, focus on customer needs, conflict management, transformational leadership, independence and responsibility can be assessed.
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This assessment is carried out by a group of experts who visualize all the information, presenting it as a profile for a specific specialist, such as for the profile of the position “sales specialist”:
Next stage– the actual selection of employees who meet the profile requirements. Here it is necessary to understand the importance of using several methods when assessing competencies, i.e. use a multimethod approach. Among the methods are the following:
Interviews with owners and top management
Analysis of the activities of departments through interviews with heads of key areas
Analysis of the unit’s activities through interviews on critical incidents with employees
Group interview
Analysis of quality reports
Sorting cards of universal competencies
Other HR sources (surveys, personnel assessment results, etc.)
Next, the development of a personnel training program begins, drawing up a competency development map, curriculum classes, choose the form of training (internal or external) and evaluate what happened in the end. At the same time, it is important to not only evaluate the performance of training participants (pass/fail the exam), but also find out from the employee and the manager how effective the training was.
Personnel training and development is a cyclical process that does not end with the assessment of employee training results. It must be repeated again and again in order to continuously develop the competencies of employees. “Knowledge quickly becomes outdated, lost, if it is not used, it needs to be maintained and constantly worked with,” emphasizes Natalya Vladimirovna.
Corporate competency models are assigned important role and in the system of personnel training and personnel management. In some companies, the competency model is key in working with personnel, in others, competency profiles are used as applied tools. For example, for personnel assessment.
The use of competencies in personnel assessment allows HR managers to analyze not only the results achieved by an employee over the past period, but also the ways to achieve such results. Well-developed competencies will help streamline the implementation of certification activities; if a standard competency model is chosen that is not adapted to the strategic goals and specifics of the company, it will not work effectively.
For Western specialists, competencies are abilities, capabilities, a number of related but different sets of behavior, and human intentions manifested in appropriate situations. Today in the West, the description of activities from the perspective of a competency-based approach is very widely used. Methods and questionnaires have been developed to form a competency profile for different kinds activities.
In the dictionary of Russian HR managers, the term “competence” has appeared in the last 6-7 years. Work on competencies is carried out in joint Western-Russian and in most large Russian companies Moscow and St. Petersburg. But interest in this HR tool is growing everywhere.
There are many definitions of the concept "competence". Many experts and personnel management specialists offer their own interpretations. But there are two main approaches to understanding competencies - American and European.
Dictionary of personnel management. The American approach defines competencies as a description of an employee’s behavior: competency is the main characteristic of an employee, possessing which he is able to demonstrate correct behavior and, as a result, achieve high results at work.
The European approach defines competencies as a description of work tasks or expected work results: competency is the ability of an employee to act in accordance with the standards accepted in the organization (defining the minimum standard that must be achieved by the employee).
A competency model is a complete set of competencies and behavioral indicators necessary for an employee to successfully perform his functions, demonstrated in appropriate situations and times, for a specific organization with its individual goals and corporate culture.
A competency profile is a list of competencies, a precise definition of the level of their manifestation related to a specific position.
In our opinion, competence is a behavioral characteristic necessary for an employee to successfully perform work functions, reflecting the necessary standards of behavior.
Competence is the ability necessary to solve work problems and obtain the necessary work results. Accompanying the concept of “competence” are knowledge and skills, abilities, efforts, and behavioral stereotypes.
An effective competency model should be clear and easy to understand and describe in simple language, have a simple structure.
Most models can be described using 10 - 12 individual competencies. The more competencies a model contains, the more difficult it is to implement it into corporate practice. According to experts, when a model includes more than 12 competencies, it becomes difficult to work with specific competencies, since the differences between individual competencies in such a model are subtle.
The competency model consists of clusters (blocks) of competencies. Competency clusters are a set of closely related competencies (usually from three to five in one “bundle”). Each cluster of competencies has levels - a set of related behavioral indicators.
Behavioral indicators are standards of behavior that are observed in the actions of a person with a specific competency.
Typically the following types of competencies are distinguished:
Corporate (or core) - competencies that support the stated mission and values of the company and, as a rule, apply to any position in the organization, often a list corporate competencies can be found in presentation and information materials of companies.
Management competencies applied to positions at all levels of management. Used to evaluate managers.
Special competencies used in relation to certain groups of positions in different departments. For example, special competencies are developed for employees of each of the departments: sales, information technologies, financial department, etc. This is knowledge and skills that determine professional responsibilities, the level of proficiency in them, and the ability to apply them in practice by certain categories of employees.
Personal competencies that are of a supra-professional nature and necessary in any field of activity. Personal competence means spiritual maturity, a person’s awareness of his own life goals and the meaning of life, understanding of himself and other people, and the ability to understand the underlying motives of behavior.
Practice shows that some organizations use only key competencies, others develop and use only managerial ones to assess top managers, and some companies develop special competencies only for sales department employees.
Competencies are also divided into simple and detailed:
Simple ones are a single list of behavior indicators that can be developed, for example, by the head of a company;
Detailed ones are competencies consisting of several levels (usually three or four). The number of levels is determined at the stage of developing the competency model.
A competency profile describes not only what is expected of employees, but also how they should perform. Before conducting assessment activities, it is necessary to review and update competency profiles, taking into account that the content of the employee’s work may have changed over the past period.
Food for thought
Terms to distinguish
Technology for creating competencies
The technology for creating competencies includes several stages.
First stage: formulation of the company's strategy and goals. To do this, they conduct a survey of the main persons of the company, its owners, top managers, who, as a rule, determine the strategy, competitive advantages, key indicators activities and factors of company success in the market.
The second stage: identifying the key tasks of the company’s personnel, arising from its development strategy. Here it is important to understand what the behavior of employees in the organization should be, to determine what a particular employee can give to the rest of the team members and the organization as a whole within the framework of the responsibilities that he will be assigned or is already performing. At this stage, it is necessary to involve employees in developing their competencies.
The third stage: determining the immediate behavioral reactions that should appear in employees while solving work problems. To do this, they study and analyze in detail the activities of the best employees, use the method of critical incidents to determine the effectiveness and ineffectiveness of their behavior, and conduct surveys of employees at those levels for which the model is being created. Research can be conducted into the expectations of external customers from the company. In order to reduce the subjectivity of surveys, it is necessary to use a set of certain techniques.
The fourth stage: isolating from the total mass of characteristics and grouping the identified indicators of behavior into general categories - clusters. This is enough hard work, because involves repeated comparison of model elements with each other, identifying general and specific features. Also, one cannot do without interpretations, and here ambiguity and subjectivity may appear. Subjectivity can be neutralized through the work of project groups.
Fifth stage: creating a rating scale for each competency level to describe unacceptable (employee behavior unacceptable to the organization), acceptable ( minimum requirements to do a good job) and outstanding ( better behavior) levels of employee behavior in the workplace.
A competency system can be created in two ways.
The first way is to adapt ready-made models to a specific company. Such standard models are created as a result of research into the management experience of leading companies, usually foreign ones.
The second way is to create a competency model from scratch. In this case, you can resort to the help of external consultants or develop competencies yourself. The choice of method will depend on several factors: what financial and time resources the organization has, how well it understands the process of this work and how much detail the company wants to understand the competencies so that they become a working tool and justify all the costs. The result of efforts to collect data, analyze and model competencies should be a model of competencies of employees of a particular organization, around which the company’s personnel management system is built.
Competencies that have a detailed description that is understandable to employees of the organization, which greatly facilitates the possibility of their diagnosis, can be characterized through their levels of expression.
The first level is the level of understanding - the employee understands the need for these competencies, he tries to demonstrate them, but this does not always work out.
The second level - the basic level - competence is developed normally, the employee exhibits the qualities necessary for work.
The third level is a strong level (supplements the basic level) - competence can be manifested in work processes, when solving complex problems.
The fourth level is the leadership level (supplements the basic and strong levels) - the employee sets standards for the team, when not only he, but also others begin to demonstrate this competence, the employee helps others to demonstrate the necessary skills.
Competency assessment
Competency-based assessments are typically used to:
1. Assessing the current level of employee competencies and their compliance with the required level. The need for personnel assessment arises mainly at the stage of stable growth and development of the organization. By this time, the company has already accumulated positive and negative work experience, certain corporate standards have been developed and are in force, including those for personnel management. And if a competency model is implemented in an organization, then the competencies, of course, will become integral component personnel assessments. The competency-based assessment system makes it possible to adequately evaluate not only the results of activities (what exactly was achieved and whether the set goals were achieved correctly), but also makes it possible to set the employee the right direction for development.
2. Formation personnel reserve of employees who demonstrated best results, and subsequent creation individual plans development for each "reservist". The competency-based approach allows us to determine what training a manager seeking career growth must undergo so that the structure of his knowledge and skills corresponds to his next career step. To do this, the company must have a common corporate system training and development of employees in the reserve, which includes activities for the development of professional and personal qualities.
3. Development of training programs (individual and group) aimed at developing specific competencies. Employees who receive high ratings (regardless of their position) can act as coaches and mentors. Competencies serve as a criterion for choosing what and how to teach. Moreover, practice shows that it is easier and simpler to influence professional knowledge and experience (i.e., competence) than to influence competencies. It is enough to send an employee to retraining and advanced training courses, where he can gain experience and improve his professional knowledge. Despite the difficulty of change internal installations human behavior, the impact on his motives, experts suggest training personnel specifically in competencies.
4. Selection and hiring of personnel, conducting assessment interviews when selecting candidates. The competency-based selection method is most often used in companies with low operating efficiency, staff turnover, and low employee retention rates. During the recruitment process, the model professional competencies is a criterion for selecting the necessary employees, which significantly saves time and money spent on the search process. Search and selection become more specific and effective, because the company has a clear idea of who it is looking for. In addition to recruiting new employees based on formal criteria (education, knowledge, work experience), it becomes possible to select applicants based on the corporate criteria of the organization or department. In this case, the candidate’s compliance with corporate and special competencies is an important condition success compared to other applicants for the position.
5. Personnel motivation as the process of encouraging an employee to act to achieve his or her goals and the goals of the company. If the company's requirements include a competency model, then it is necessary to determine the connection between competencies and remuneration principles, i.e. competencies require certain behavior in the workplace, and rewards motivate this behavior. The formation of a competency model is also necessary to adjust the company’s compensation policy in relation to employees who have successfully completed assessment activities. The relationship between the assessment results and changes in the compensation package exists in companies where there are problems with attracting qualified personnel and there is a need to justify compensation for qualified employees.
Advantages and disadvantages of personnel assessment
based on competency model
There are certain advantages to assessing personnel based on a competency model.
For the organization, these benefits are:
1. Development common standards job performance descriptions help establish mutual understanding between employees of different departments and different levels. For example, a common understanding is developed for everyone of what " effective work" and what does "teamwork" mean.
2. Consistency in assessing an employee: all experts have the same understanding of what an employee’s “valuable qualities” are, and know what needs to be assessed and what can be ignored.
3. The ability to identify the strengths and weaknesses of each employee and use this information for career planning and development.
4. There are grounds for forming a personnel reserve and planning the careers of employees.
5. Quality standards for work performed are being developed.
For employees these benefits are different:
1. A better understanding of what an employee does and what qualities he needs, as well as what requirements are placed on him.
2. Possibility of obtaining feedback about your strengths and weaknesses, general potential and career prospects.
There are also disadvantages of the personnel assessment method based on the competency model, which boil down to the following:
1. Quite lengthy and labor-intensive preparatory process, including preparing a list of competencies, forming a group of experts and training them.
2. A detailed assessment of each criterion and its level of expression is a rather labor-intensive and therefore expensive process.
3. In the formation of competencies, errors associated with the development are also possible:
Overlapping competencies. Similar indicators are used to define two or three different competencies - this leads to confusion during assessment activities and reduces the reliability of the assessment itself. To prevent such a mistake, it is necessary to find a couple of employees such that one of them is proficient in both of these competencies, and the other is not proficient in one of them. If such employees are found, we can conclude that competencies do not overlap;
Complex competencies. Competencies that are too cumbersome and complexly formulated significantly complicate work;
Conflicting competencies. Competencies may contain statements that mean opposite things - for example, somewhat contradictory, i.e. mutually exclusive indicators of behavior. To check whether a competency is contradictory, it is necessary to select an employee who would possess one component of the competency and would not possess the second. If there is at least one such person, then the competence is contradictory and it will introduce confusion into the personnel assessment;
Competencies that contain in the description not indicators of behavior, but the desired result. The indicator should not indicate the result of the activity, since the result is a consequence of good competence, and not a definition of the competence itself;
Poorly developed competencies. The competencies are not described in detail, therefore the types of behavior will not be characterized in sufficient detail;
Competencies that incorrectly define standards. For example, the competence “decision making” (a manager may be able to make decisions, but will they be correct?). The mistake in defining standards is that competencies are not divided into levels: qualified and unqualified performers in this case will receive the same assessment;
Competency models borrowed from another company. In this case, it will not be relevant for employees - they will not see the value of the competencies in their daily work;
Incorrectly defined competencies. Employees may find a contradiction between daily work and competencies, leading to the competency model being ignored;
Unsuccessfully implemented competencies. Employees do not understand why competencies are needed, management does not consider them important, and their use during assessment activities remains an empty formality. Most likely, the reason for the failure is that employees were not involved in the discussion even at the stage of developing the competency model;
Untimely implementation of competencies. When a company undergoes many significant changes (new products, work methods are introduced) that affect the interests of the majority of employees, then competencies are considered a less important project;
Incorrectly used competencies. Behavioral indicators should not be used as a rigid criterion for evaluating an employee. It is important to remember that competencies are only a tool for assessing personnel, and its use does not exclude the use of other assessments during certification activities. You should avoid replacing the behavioral indicators defined by the company with the personal interpretation of them by the supervisor or HR manager who is part of the evaluation committee.
Food for thought. 25 Most Popular Competency Interview Questions
Arlene S. Hirsch, Consultant career growth, the author of books about the secrets of a successful career, in the book “101 Proven Recipes for Organizing and Planning Your Career,” provides a list of the most likely questions.
Tell me about how you:
1. Performed work effectively under pressure.
2. Allowed conflict situation with an employee.
3. Used their creativity to solve a problem.
4. Missed the obvious solution to the problem.
5. Convinced team members to work according to your scheme.
6. Failed to complete the project on time.
7. Managed to predict and prevent possible problems.
8. Reported on a job well done.
9. Had to make a responsible decision when there was a lack of information.
10. Were forced to make an unpopular decision.
11. Had to adapt to a difficult environment.
12. Agreed with an opinion that differed from your point of view.
13. Felt dissatisfaction with their own behavior.
14. Used their personal qualities to achieve a goal.
15. Dealt with an angry client.
16. Presented a successful solution or project.
17. Overcame a difficult obstacle.
18. Overestimated or underestimated the importance of something.
19. Established an order of urgency in working on a complex project.
20. Won or lost an important contract.
21. Were forced to fire someone for good reason.
22. We chose the wrong decision.
23. We made a mistake in choosing a candidate when hiring.
24. Rejected a good job.
25. Were suspended from work.
When is a competency model effective?
There are certain criteria for an effectively working competency model, formulated by Mark Parkinson.
Competencies should be:
1) Exhaustive. The list of competencies should completely cover all important functions of work activity. This is easily achieved with 10 - 12 competencies.
2) Discrete. A specific competency must relate to a specific activity that can be clearly separated from other activities. If competencies overlap, it will be difficult to accurately evaluate jobs or people.
3) Focused. Each competency should be clearly defined, and there should be no attempt to cover too much with it, or, as they sometimes say, “inflate” it. For example, “technical competence” must be very specific.
4) Available. Each competency must be formulated in an accessible way so that it can be used universally. Avoid excessive use of corporate jargon, which may be interpreted differently by all managers.
5) Congruent. Competencies must be strengthened organizational culture and strengthen long term goals companies. If competencies seem too abstract, they will not be useful and will not be accepted by managers.
6) Modern. The competency system must be updated and must reflect the present and future (predictable) needs of the organization. Like any job analysis technique, it will require input from those with strategic vision.
The competency-based approach as a personnel management tool gives clear definition professional and behavioral requirements for an employee depending on his managerial level, profession, position and tasks performed.
The versatility of the model lies in the fact that:
1. The model allows you to directly link the personnel management system with the strategic goals of the organization. This connection is built through determining the professional and personal qualities of managers and specialists, the key competencies of the future of the company.
2. Competencies contribute to the formation corporate culture the company and the achievement of a common vision of the mission and goals of the organization by both the company's management and its employees.
3. The model describes the actually observed behavior of people at work in a simple and accessible language for managers and specialists, which increases the impact of using competencies.
4. The competency model underlies the personnel management system:
The recruitment procedure is simplified - it becomes possible to compare the characteristics of the candidate with the requirements for the position;
Employees are given a clear understanding of the requirements placed on them and the standards for successful performance of work;
The effectiveness of employee training and development increases, because training programs are designed to achieve corporate standards specified in the competencies;
The manager receives criteria for assessing the performance of subordinates and, as a result, for assessing the compliance of the personnel with the tasks facing the company;
Provides staff development and career planning.
Thus, the competency-based approach is today the main personnel management in the organization.
T. Vetoshkina
head Department of Sociology of History
Ural State
mining university
Yekaterinburg city
Signed for seal
What competencies should a leader have? A very interesting question that requires an answer in order to understand what constitutes a boss today who can effectively manage a company.
Types of manager competencies:
- General corporate;
- Personal;
- Professional;
- Managerial.
General corporate competencies
General requirements of the company for its employees.
Example:
The manager, like all employees, must use existing skills as well as learn new ones. Moreover we're talking about not only about constant learning, but also about using the acquired knowledge in practical work. It is necessary to be able to interact effectively with colleagues, achieving coordinated actions to achieve set goals. It is required to be focused on clients, their needs, and also be result-oriented, successfully solving the tasks assigned to the company, and constantly achieving those goals that are determined during the operation of the business.
Personal competencies of a manager
- Innovation, innovation;
- Development of solutions;
- Ability to work with information;
- Achievements of goals;
- Self-regulation and endurance;
- Initiative and determination;
- Sociability and confidence;
- Attitude towards others;
- Development orientation;
- Constructiveness towards yourself.
The personal competencies of a leader are related to the potential inherent in nature. The qualities and competencies of a leader in this case have very strong connections. For example, not all managers are proactive and decisive enough, which negatively affects the management of the company; lack of confidence becomes the reason for the company’s unstable behavior among competitors, etc. However, if desired, all of the above competencies can be developed. The development of personal competencies allows you to become a modern leader capable of ensuring the efficiency of the company. 
Professional competencies of a manager
Professional competencies are the requirements of a specific profession + requirements for a leadership position. In this case, the manager’s competence includes:
- Professional knowledge, skills;
- Achievement orientation;
- Organization of activities, control;
- Motivation and development of employees;
- Ability to influence subordinates;
- Ability to organize your own work.
An effective leader must know everything about the direction of the company's activities, and have a complete understanding of it. However, it is important to be able to manage, focusing on achievements. A manager who is able to organize work, monitor the progress of its implementation, and at the same time motivate his subordinates to achieve results, without forgetting about the organization of his activities, is undoubtedly valuable for any company interested in effective leadership.
Managerial competencies of a leader
What are the managerial competencies that are considered managerial? Let's highlight TOP 5:
- Leadership;
- Strategic thinking;
- Technological competencies;
- Organizational skills;
- Own efficiency.
Leadership presupposes the presence of confidence, the ability to quickly make decisions in any situation, and lead the team. Strategic thinking - be able to solve problems outside the box, have a penchant for decomposition and forecasting. The most valuable manager is the one who has a complete understanding of the technological aspects of the company’s activities and has full-scale technical knowledge. In its turn, organizational skills require the manager’s ability to form a unified team, which allows creating a strong framework for the company. Self-efficacy, expressed in the ability to present oneself, the ability to persuade, and accurately express one’s thoughts, is also important.
What competencies are important for a leader? How to develop them?
All of the above competencies must undoubtedly be possessed by a modern leader. The success of management and the achievement of results, expressed in the fact that the company and the business as a whole are constantly developing, reaching new heights, without stopping there, depend on each of them.
Any of the competencies of a company director can be developed. Trainings for managers provide an opportunity to reach a level that allows us to talk about effective leadership. Training participants are trained by specialists with great experience transfer of knowledge that allows self-improvement. Classes are based not only on theory. Practicums included in trainings improve learning outcomes and allow you to successfully apply the acquired knowledge in future work.
Recently, when developing and implementing human resource management strategies, organizations have begun to use competency management technologies. Competency management is the process of comparing an organization's talent needs with available resources. labor resources and the choice of forms of influence to bring them into line with production requirements.
In this case, the need of the organization is understood as the necessary quantitative and high-quality composition personnel, determined in accordance with its development strategy. Resources mean employees of the organization with achieved levels of competence, desires, motivation, and aspirations. The result of comparing needs and resources is management decisions about rotation, promotion, hiring, personnel development.
Competency management technology integrates technologies for managing by goals, determining production requirements and provides for bringing the organization’s personnel into compliance with these requirements.
Competencies are the characteristics of personnel necessary for successful activities: a set of knowledge, skills, abilities, efforts and behavior patterns.
A body of knowledge involves having the information required to perform a job. Knowledge determines a person's intellectual potential.
Skills are mastery of the means and methods of performing certain tasks. Skills range from physical strength and dexterity to specialized training. What skills have in common is their specificity.
Abilities are determined by an innate predisposition to perform a certain type of activity. Ability can also be considered a rough synonym for giftedness.
The intended effort is associated with the conscious application in a certain direction of mental and physical resources. Effort is the core of work ethic. Any person can be forgiven for lack of talent or average ability, but never for insufficient effort. Without effort, a person resembles carriages without a locomotive, which are also full of “abilities”, but stand lifelessly on the rails. Stereotypes of behavior are visible forms of actions taken to perform certain jobs. Behavior includes inherited and learned responses to situations and situational stimuli. Our behavior reveals our values, ethics, beliefs and reactions to the world. When a person demonstrates self-confidence, forms a team among colleagues, or shows a tendency to take action, his behavior corresponds to the requirements of the organization.
Competencies can be characterized through their levels of expression. The competency has a detailed description that is understandable to employees of the organization, which greatly facilitates the possibility of diagnosing it. Here, for example, is how the “Flexibility” competency is described: “Quickly adapts to work in a variety of situations, with different people and groups. Changes his approaches to work in accordance with changes inside and outside the organization. Understands and appreciates the merits of multiple approaches to solving a problem. Even after choosing the optimal plan, it strives to maintain the possibility of returning to alternative solutions. Maintains productivity even in cases where hopes for the originally chosen path were not justified.”