Corporate competencies: development, development, assessment. How to model competencies

When conducting assessment centers based on competency models, external consultants and employees of company HR services are faced with the same problem over and over again: a competency model for the majority of company employees is like matches for a child - the subject seems to be clear, but its application is without instructions can lead to big trouble. The purpose of the article is to briefly and clearly explain what kind of strange beast is the “competency model”, why it is needed and how it can be used by non-HR specialists.

A little about the terms

Let's start with the definition of the word "competence". If you look various sources and literature, more than 60 interpretations can be counted. They are all similar to each other and there is no point in scolding some formulations and praising others (since they are all derivatives of two directions of two schools). I offer you the following:

Competence- this is the volume of professional knowledge and skills, as well as personal characteristics and attitudes, manifested in human behavior and required to perform immediate job responsibilities.

Competency model is a set key competencies necessary for employees to successfully achieve the company's strategic goals.

Separate the terms “competence” and “competence”!

Competence- This necessary set competencies that a person possesses to carry out actions in a certain professional field.

It turns out that competence is more general concept, which includes competencies. “He is competent in his field” = “He has well-developed competencies required to work in his field.”

What does competency consist of?

Any competence includes 3-4 components (indicators). For example:

Competency: “Effective communication”. Its indicators can be (you can call it a description, subparagraphs):

speaks and listens
conveys information in a structured manner, logically builds arguments
checks understanding, clarifies position
uses additional funds, helping to ensure understanding.

Thus, the components (indicators) provide a description of what specifically will be assessed. At the same time, please note that different companies, providers, and specialists can invest in the same names of competencies different components (indicators). Therefore, when ordering a ready-made model from a provider, there must be a clear understanding of what exactly the company and business need within the framework of specific competencies.

Go ahead. Each indicator specified in the competency has some manifestation in human behavior, therefore, in addition to the name and general indicators, the competency includes a description of the manifestations of these indicators in behavior. Any manifestation can be both positive and negative.

Behavioral indicator is a description of the manifestations of competence in human behavior. Essentially, these are answers to the questions “what does it do, how does it do and what does it not do?”

For example, for the indicator “checks understanding, clarifies position,” the description of a behavioral manifestation could be:

answers questions in monosyllables; does not explain his position;
listens to interlocutors as long as their opinions coincide.

Important! Indicators and their manifestation in behavior must be written down in simple words, understandable and easily measurable in human behavior. Each indicator must be unambiguous and avoid double interpretation. Formulations like “communicates effectively” are very vague and ambiguous. How is effectiveness measured in this context? We need criteria.

Any competency assessment report should contain not only information about “what it does and does not do,” but also “what it does when it does not do what it should do (and why).”

For example: “Does not listen to interlocutors (doesn't do what it needs to do), withdraws from discussion of any issue not related to his area of activity (reason why it doesn't), draws crocodiles on a piece of paper (what it does instead of what it should)».

If the report does not contain such detail, then such an assessment does not provide complete picture, there is no cause-and-effect relationship. But knowing the cause, you can change the effect.

Types of competencies

In the majority large companies There is the following division of competencies:

1. Corporate competencies.

These are competencies that all employees, from the director to the cleaning lady Aunt Masha, should have to one degree or another. For example: “loyalty” and “result orientation”.

2. Managerial competencies.

This management competencies that any manager in a company should have. For example: “execution management” and “decision making”.

3. Functional or technical competencies.

These are special competencies that are required to work in a specific department. For example: "Ownership" software 1C"

IN small companies As a rule, there is no such strict division - there are simply managerial and technical competencies, but this is not so important.

Rating scale

The rating scale consists of:

1. Level names.

This may look like an increasing scale from level 0 to desired value, as a rule, no more than 4 levels.
Also, levels can be called “zero”, “beginner”, “advanced”, etc., depending on the “imagination” of the compiler, the company’s requirements for description, etc.

2. Descriptions of the levels of manifestation of behavioral indicators.

The description should be consistent and show progress in development as the level increases. At the same time, some behavioral indicators increase in level (for example, from the transition from tactical to strategic level development) can “die off as unused.”
If a company needs a simple, level-free model that applies equally to all positions (this is practiced in small companies with a narrow business specialization), it is advisable to create a description from a “does-doesn’t do” point of view.

As an example brief description behavioral manifestations, I present a “clipping” of three levels from the 5-level model of one of the companies.

The indicator “checks understanding, clarifies position” has the following manifestations in behavior by level:

2nd level:

- encourages interlocutors to speak out and clarifies their position using questions; regularly checks whether his interlocutors understand him;

— answers questions in detail;

1st level:

- answers questions in monosyllables; does not explain his position;

- listens to interlocutors as long as their opinions coincide; Level 0 (negative manifestation)

- does not answer questions;

- does not allow the interlocutor to speak, interrupts, allows insults;

Also, the “appendix” to the rating scale should be a description of how exactly the ratings are given (grading system). As a rule, a certain score is assigned to the level of competency development. If the levels are presented in the form numerical values, then level 1 will correspond to 1 point, etc.

When calculating the level score for 100%, equal to 1 point, the manifestations of all indicators described at Level 1 and none at a lower level are taken. At the same time, indicators of one competency can manifest themselves at different levels, which is why there are fractional points.

As an example of calculating a rating on a scale, I give the following option.

Competency model: why or for what

The key task of any competency model is to set the standards for employees required to implement the strategy. Namely, to the level of their knowledge, skills, abilities, to their personal qualities, which can be both the gas pedal and the brake. After all, as my colleague, managing partner of Erbitek consulting, Vladimir Zima, said, “Whatever we talk about when discussing efficiency, we talk about people. Whatever we talk about when discussing business, we talk about money.". The future of the company depends on the efficiency of people. This is the strategic importance of a correctly formed competency model, which establishes what people should be like in order for the company to achieve the intended result.

It is a mistake to believe that the competency model is some kind of Western useless gimmick. Previously, in Soviet time, when everyone was formally equal, there were clearly established qualification requirements for the position, according to which certification took place. And also an unspoken assessment of “reliable” or “unreliable”.

The competency model can be called a more advanced analogue, which includes the entire range of requirements in an open and transparent format. In addition, the competency model can quickly change to suit changing market conditions and company goals.

At the beginning of the article, a comparison of the competency model with matches was given. When used correctly, it is an invaluable invention of mankind, but at the same time, in the hands of an “inexperienced user” it is a powerful means of destruction. Correct Application Competency models can move a company towards achieving its goals, but the wrong one can destroy the company.

Let's look at both options for using the competency model.

First of all, let's start with the seemingly inconspicuous difference between “why” and “what for”. And let's start with a description of the real life situation of one of my friends, the boss Ivan Ivanovich Ivanov (his name, of course, is fictitious).

Option "Why"

Ivan Ivanovich could well call today’s working day a success if it had not been overshadowed by one circumstance - the news about the introduction of a competency model.

In principle, he knew what kind of strange animal this was. general outline, because, like every person in his life, he has been interviewed several times during the job search process, and also at his current place of work, HR has long tormented everyone with stories “ about it».

The question is: why and who needs it? The company operates stably, its division provides constant good result, people seem to be all adequate. Why waste time on some fashionable Western shamanism? And, okay, only HR was doing this (maybe he has nothing better to do and needs to imitate hectic activity), but no, he (Ivan Ivanovich) should also take part in the development of the model (as if he has nothing else to do).

In the process of thinking about this situation, Ivan Ivanovich comes to a firm decision to avoid unnecessary burden by all means and let those who started it all think. Better yet, buy a good standard, and most importantly, ready-made competency model along with a package of related services from a reliable provider.

Thus, he makes a very emotional, hasty decision and withdraws himself (he has every right to do so).

Time passes... looking through email he sees an order approving the corporate competency model. Having read the general words and once again lulled his vigilance, he closes the letter and forgets about it for a long time.

And then “thunder struck.” Management reports that it plans to conduct a global assessment of the company's personnel for compliance with the approved competency model. The entire management team, and accordingly Ivan Ivanovich, is subject to assessment. Quite nervous, he finds the very approved model of competencies. This time, having carefully studied the model and rating scale, Ivan Ivanovich understands that it is not suitable for his particular unit and, perhaps, even contradicts the key principles of work. In anger, he goes to HR. He just throws up his hands, and yet they will evaluate him precisely according to this model.

What follows from this situation? I would like you, the readers of this material, to decide this. However, sticking to the rules, I will offer several conclusions:

1. Giving the right to make decisions on the development of a competency model others, be prepared for the fact that your interests will NOT be taken into account. Therefore, all employees interested in the result need to make decisions and evaluate the content of the proposed competencies, delve into the essence of the issue and be involved in the process. Otherwise, the model will work not for the company, but against it.

2. Most people reject everything new, including change, because it is uncertainty and the unknown. However, if we transform the status of uncertainty into the status of “understanding”, the situation changes radically. To do this, you need to take part in all processes, look for information, ask questions. And for the initiator of the implementation of a competency model, it is important to carry out the work correctly within the company - people must understand why the model is needed, how it will be used, and apply it to them personally. Otherwise, there will be too many such Ivan Ivanovichs, and the system will not work.

To adequately evaluate a competency model, you need to understand what tasks it will solve, etc. If the model is being implemented simply because “They have it in their company, but we don’t”, then it will not solve any strategic problems. This is a priori a dead model and the bottom line is a lot of wasted time and money.

Option “For what”

How to use the model correctly:

1. When recruiting personnel (the key task of the competency model is to establish the standards for employees required to implement the strategy). When interviewing another candidate for a position, he must be assessed according to the competencies established for his position. Subjective factor “I like this one, but not this one” V Russian companies it is impossible to cancel, but an objective assessment can be added to it. It is necessary that the output is a person who is liked and has the appropriate set of developed competencies.

2. In the process of annual personnel certification, the model is used as an ideal basis - a plan with which the “fact” is compared. This will not reduce the number of comparisons between people based on the principle “like-dislike”, however, will give the manager a choice: promote an employee who meets the requirements, who will achieve results, but is not very attractive to him, the manager, or promote a “cute goofball.” Assessment methods can be very diverse. 3. When forming personnel reserve Based on the competency model, assessment activities (cases, etc.) are developed, as well as subsequent development programs (training plans). This will avoid chaotic learning. "something and somehow", and the training plan will be clearly developed to meet the established requirements (this also applies to the annual general training plan for all employees of the company and individual plans, if the company has one). Here you can see the savings in money spent on training. Targeted training for specific tasks will require less cost than global training for everything. 4. In the process of assessing the effectiveness of development programs conducted, the competency model is the basis for comparing what was and what has become (this is provided that the level of competency development was measured before the training).

In conclusion, I would like to say that the competency model is a tool that not only HR specialists can use in their work. The competency model can be used by any manager in “daily use” to quickly assess the behavior of their employees (if the indicators of the model are described clearly and simply). After all working environment- this is the most difficult practical case, the correctness of which can only be assessed by the manager.

The competency model plays an important integrative role in the company’s personnel management system. It makes it possible to create a set of criteria that directly connects a wide range of specific activities with personnel management.

A competency model is a set of competencies required 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 for them is that they must be described in the form of behavior indicators.

Three blocks can be formed in the competency model:

corporate, common to all company employees;

managerial, necessary for the successful performance of managerial functions in the company;

professional, necessary for any particular position.

Development of a competency model includes:

Preparatory stage (setting project goals and objectives, project planning, creating a team to collect and analyze information).

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.

Putting the model into operation.

Ways to develop a competency model:

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. Work 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. Method of repertory grids.

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. Analysis of the work task.

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.

Each competency is a set of related behavioral indicators. These indicators are combined into one or several blocks, depending on the semantic scope of the competence.

Competencies without levels. Simple model, that is, a model that covers types of work with simple standards of behavior may have one list of indicators for all competencies. In this model, all behavioral indicators apply to all activities. For example: a model that describes the work of only senior managers of a company may include the following behavioral indicators in the “Planning and Organizing” section:

-Draws up plans that distribute work according to deadlines and priorities (from several weeks to three years).
-Draws up plans that accurately correspond to departmental goals.
-Coordinates the activities of the department with the company’s business plan.

A single list of behavioral indicators is what is required, because all behavioral indicators are necessary in the work of all senior managers.

Competencies by level. When a competency model covers a wide range of jobs with varying categorical requirements, behavioral indicators within each competency can be summarized in separate lists or divided into “levels”. This allows whole line elements of different competencies are brought under one heading, which is convenient and necessary when the competency model must cover a wide range of activities, jobs and functional roles. Some companies link levels directly to activity grades.

Another method of distributing competencies by level is by dividing them according to the professional qualities that the employee needs. This method is used when the competency model relates to one level of work or one role. For example, the model may include a list of the following indicators:

- initial competencies - usually this is the minimum set of requirements necessary for permission to perform work
-outstanding competencies - the level of activity of an experienced employee
-negative competencies - usually these are standards of behavior that are counterproductive for efficient work at any level. This method is used when it is necessary to evaluate the varying degrees of competence of a group of workers.

Modern researchers of the competency-based approach (A.K. Markova, L.A. Stepnova, E.V. Zemtsova, A.I. Subetto) identify the following core competencies of managers:

Result-oriented, achievement-oriented. The ability to be responsible for the implementation of decisions, the ability to set new ambitious goals upon achieving previous ones. Task-oriented and relationship-oriented behavior.

Flexibility. The ability to quickly and adequately respond to emergency situations, see and identify a problem, find ways to solve it, assemble a team for implementation, and evaluate the results.

Ability to learn, self-learn. Learning ability, sensitivity to new methods and technologies, ability to apply new things in practice. Ability for self-analysis. Willingness to analyze your achievements and shortcomings, look at familiar things with different eyes, and wisely use other people's experience.

Influence, ability to persuade. The ability to defend one's own opinion. Use logic when conducting constructive conversations. Mastery of influence techniques. The ability to identify and use people's motives. Ability to ask the right questions and determine the level of awareness and emotional condition partner.

The ability to listen to others and accept feedback. The ability to create channels of two-way communication - abstract from your opinions and thoughts, concentrate on the words of your interlocutor. Good auditory and visual memory. Possession different ways feedback. Ability to effectively encourage and criticize others.

Presentation and negotiation skills. Ability to determine the goals and objectives of the presentation, the interests of the audience. Constructing an effective introduction, connecting phrases, the main part and conclusion of the presentation. Mastery of persuasion strategies and public speaking skills. Knowledge of the stages of an effective negotiation process. The ability to determine the interests of participants and choose the best alternative. Ability to discuss, propose, and conduct positional bargaining. Mastery of manipulation techniques and the ability to resist them.

Customer focus. Knowledge of customer service policies and standards. Focus on current and future customer needs. Ability to behave correctly with different types"difficult" clients. Ability to build partnerships with clients, ability to recognize additional features and risks in relationships with clients.

Manager competencies also include: analytical skills, creativity, organizational skills, ability to work in a team, etc.

An example of developing a competency model for HR managers is presented in the appendix.

The competency model is far from being the ultimate truth, but it has brought an element of certainty to HR management that has been lacking in many cases. Competency models may be just a passing fad. This attitude towards a competency model develops if there are no answers to key questions: why a competency model is needed, how this model will be used, what competencies can give and what they cannot give, what users of the model expect from competencies.

1. Goals and objectives of the corporate model
competencies
2. Methodological basis creation
competency models for organizations
3. Principles for selecting cluster groups for
basic model of organization competencies
4. Methods for describing competencies. Levels
development of competencies, description of models
behavioral reactions
5. Competency assessment tools

1. Goals and objectives of the corporate competency model

Personnel
design
–
technology that allows
only
form
scroll
competencies (both the organization itself,
So
And
her
personnel),
But
And
implement
programs
strategic
changes
And
planned
transformations
V
organizations
V
long term
perspective.

Main stages of personnel design

Model
competencies
–
This
scroll
competencies
everyone
employees, for different levels
management
And
directions
activities,
With
specific
indicators
their
manifestations
V
professional field.

Why do we need a competency model? For organization:

1. Allows you to develop common standards descriptions
work efficiency, uniform employee evaluation criteria for
their selection, promotion and financial compensation.
2. Specifies a coordinate system that allows you to determine
and identify not only the most professionally competent
workers, but also workers who can be as
effective within a specific corporate culture.
3. Helps to assess employee competencies and
identifying their compliance with the required level.
4. Allows you to determine strengths and weak sides everyone
employee and use this information for his development.
5. Helps in adjusting personnel
motivation and incentive programs.
politicians
And

Why do we need a competency model? For staff:

1. Improves understanding of what
requirements are placed on them and what
necessary
For
successful
performance of work.
2. Creates the opportunity to receive
feedback, learn about your
strong
And
weak
sides,
planned personnel decisions and
career prospects.

Purpose and objectives of the competency model

The purpose of creating a competency model
– development of standards for requirements
implementation
workers
tasks
And
behavioral stereotypes of employees,
which
contribute
implementation
strategic goals of the company.
Basic
tasks
models
competencies:
optimization
costs
And
increasing the efficiency of the HR service in the field of selection and hiring
personnel, their training and development,
formation
personnel
reserve
And
career moves.

2. Methodological basis for creating a competency model for an organization

Exists
two
methodological
approach to creating a competency model:
“from general to specific” or “from specific to
general."
IN
first
case
model
is being developed
based on
from
key
competencies
companies
And
then
“decomposed” into different levels
management and employee functionality.
In the second case, first describe
basic
competencies
key
employees, and then they are “summed up” into
general model of the organization's competencies.

Stages of building a competency model using the “particular to general” method

10. 3. Principles for selecting cluster groups for the basic model of organization competencies

A competency cluster is a set of closely
related competencies (usually from three
up to five in one bundle).
When developing an organization's competency model
“from the general to the specific” are usually distinguished
main cluster groups of competencies:
Corporate (general corporate, key)
competencies – for all company employees.
Administrative (managerial) competencies –
for all company managers.
Professional (technical) competencies
– for specialists of a group of specific positions
or functions.

11. Types of competencies

12. Determination of the priority list of competencies within cluster groups

A cluster is an allocation unit
of the same type
competencies
V
certain
format
(corporate, management or
technical).
Format – borders (frames), in
whose requirements are being considered
To
employee
(knowledge,
skills,
business and personal qualities).

13. Format-cluster model of competencies

14. 4. Methods for describing competencies. Levels of development of competencies, description of models of behavioral reactions

15.

Levels
development
competencies
–
degree
manifestations
employee
specific competence.
E
competence
Not
developed
(unsatisfactory
level,
development
mandatory, but difficult).
D
competence
not enough
developed
(normal
level,
required
And
Maybe
development).
C - basic level, necessary and sufficient
for a specialist.
B - strong level of competence development
(required only for management).
A - leadership level of competence development
(required for senior management).

16. Example*

Competence
under
name
"Planning and Organizing" can
decipher
So:
"Reaches
results
thanks to
detailed
planning and organizing workers and
resources in accordance with the supplied
goals
And
tasks
V
within
agreed terms."
There,
Where
content
competencies
covers
one
list
criteria
behavior, this approach works very well
Fine.

17. Example*

Model
competencies
under
name
“Influence” can have 5 levels.
At one level the influence is carried out
by presenting clear arguments and
facts to support a particular product.
At another level, influence includes
development and presentation of your own
visions
his
companies
And
influence
companies
on
market
And
different
professional groups.

18.

The competency profile is
list
competencies,
exact
determining the level of their manifestation,
related
To
certain
positions.
Profile
competencies
defines
Not
only
That,
What
expected from employees, but also
how they should act.

19. Description of the “Analytical Thinking” competency

20. 5. Competency assessment tools

Grade
implies
Availability
evaluation criteria (competencies, KPIs) and
rating scales. Personnel assessment in business
usually divided into:
assessment of competencies (knowledge, skills,
skills,
values, values
personal
features);
performance assessment (achievement
goals, business results, KPIs).

21. 1. Methods for analyzing activities and forming evaluation criteria

analysis of documents regulating work
in the position;
monitoring activities involving
external expert;
interviews with both the performer and
leader;
expert survey - questioning of those knowledgeable in
given human activity;
professional
testing
filling out specialized questionnaires;
biographical analysis - a combination of survey method
and document analysis;
modeling
–
way
analysis
activities,
which
impossible
analyze now in connection with
her absence.

22. 2. Methods used in the assessment

psychological tests;
group
And
individual
training exercises and brain
search-oriented assaults and
making decisions;
practical
(written
or
computer assignments);
case study (case method);
group discussions;
presentations;
interview.

23. 3. Methods of data collection and information processing

observation;
analysis of activity products;
self-esteem;
mutual assessment (assessment using the 180 method,
360 degrees).

24.

Quantitative
methods
most
objective,
So
How
All
results
recorded in numbers (rating, points).
Qualitative (descriptive) methods are methods that identify employees without
applications
quantitative
indicators
(matrix
method
assumes
comparison
qualities of a particular person with ideal
characteristics for the position.
Combined
methods
This
totality
descriptive
methods
With
application
quantitative
aspects
for example, the 360 degree method involves
assessment
employee
with
everyone
parties
managers,
colleagues,
subordinates,
clients and self-esteem). In the method, qualitative
Participants' scores are averaged quantitatively.

25. Independent work:

1. Technology assessment center
2. 360o method
3. Business games simulation methods
modeling
4. What is training? Types of trainings
5. Interview to obtain behavioral data
examples
6. Expert group method
7. Direct observation method

What it is?

Competencies are indicators of behavior.

Competencies are personality characteristics that include knowledge, skills, abilities and motivational attitudes that can be measured through behavior.

In fact, in our work we need the employee’s competencies, and it is for these that we hire him. And when we say that we feel sorry for losing an employee, we mean that we need exactly the competencies that he has.

The key question is “How does the employee do this?” The emphasis in the sentence is on the word “does”.

A competency model is a complete set of indicators of behavior that allows an employee to successfully perform a job.

What are the competencies?

Corporate ones are the same for all employees and follow from the company’s values.They answer the question: “What are we?” Values can be fixed in corporate documents or not. At the same time, they are the ones who determine the life and actual goals of any organization. What is the company focused on? What personal qualities of employees are critical for success? Maybe the company is focused on very rapid progress and then efficiency and the ability to make decisions in conditions of acute lack of time come to the fore?

Or service company focused on customers and the most important qualities become flexible in communication and behavior?

Or, for example, the most important thing is the ability to make decisions independently and focus on individual results?

If we understand who we are and what is important to us, these identified behavioral characteristics become useful tools when selecting employees. We can accurately determine “our people” or “not ours”, focusing on core corporate competencies.

Developing corporate competencies is part of working with corporate culture.

Managerial - the same for all managers. These are indicators of the behaviors required for successful leadership in an organization.

Developed for employees involved in management, i.e. those who have other employees subordinate to them. Management can be either linear (direct) or project-based. More often than not, management competencies are standard across all areas of management. This usually includes components such as: business management, working with people and organizing activities. In any company, definitions may be different and instead of the formal “Working with people,” it may well be “Providing constructive and developmental feedback.” This depends on the values of a particular organization and the behavioral patterns adopted within it.

Professional competencies - indicators of behavior applicable to a group of positions, for example, for specialists in the financial department or sales department.

Developing competencies is a task that requires a lot of time and labor. There are not many companies where competencies are developed for all types of positions. Obviously, such models are only required where the desired behavior actually needs to be formalized. Most often, competencies are developed for the main “earning” departments because they are critical for the business. For example, for sales employees in a trade organization or for leading production positions, if this is production. The remaining positions are “servicing” in relation to the main ones and do not require such a level of formalization.

What are competencies needed for?

What are competencies needed for?

Competencies are needed for coordinated actions.

The competency model greatly facilitates selection.And in case you need to search for a lot of people, or in different regions, or even in different countries, having such a model is very useful. The requirements are formalized and transparent, they are understandable not only for the HR director, but also for the average recruiter, intuitive approaches are kept to a minimum and we can say exactly why one person is suitable for us and another is not.

Competencies also work as one of the assessment tools.If the competency model is developed correctly and reflects the actual requirements for the position, it becomes a clear and working tool with which we can determine the current level of “suitability” of an employee for his position and development prospects for him. In other words, we understand and determine what employee behavior is stimulated by the company.

From the employee’s point of view, a competency model helps him better understand what is happening in the company, what are the basic norms and rules by which the company lives and is managed, what is needed to work effectively in a specific position, what qualities and skills one needs to develop in order to move forward in a career.

Those. in fact, the employee receives a development plan and sees his growth areas. If during the certification interview it was possible to constructively discuss competencies, the person can see where he is and where he should move next and considers such an assessment fair because the main criteria are clear and recognized.

The next benefit is the ability to set standards for quality and efficiency.

When developing a competency model, we include different levels of skills from the minimum required to the maximum, which determines the most effective behavior.

Development of a competency model

There is no standard competency model!

Is it possible to find competencies in reference books/websites/from colleagues?

Can!

Will this work?

Yes, it will work, but the efficiency will be low.

Why?

Because a working competency model is built on the values of a specific company. Only in this case will it bring the result for which it was started.

A working competency model is built on the values of a specific company.

Here you need to ask yourself the question - why do we need a competency model?

Is there really a need to develop it, or is it necessary to say that we have it, or is it fashionable (everyone has it now), or is it necessary to occupy the personnel department with something?

Perhaps we have decided to engage in the formation of a personnel reserve or do we want our standards of quality and effective behavior to be clearly defined for all employees?

Maybe we have come to the need to develop a unified language, we want to “sort out” the understanding of what leads to success in our company?

Basic Rules

Rule one. Before you start developing a competency model, answer the question “For what purpose?”

Developing a competency model requires a lot of labor and time, which means that these resources will have to be diverted. The need for such costs should be supported at the top management level. If CEO and top managers do not consider this important - the project is doomed to failure.

Rule two. Before starting a project, make sure that top management is with you and shares the idea of the importance of the project.

When developing a competency model, especially during the information collection process and final stages verification requires the help of different employees from different departments. Include as many people as possible in work groups. It is better that these are informal leaders, people who enjoy trust and authority in the organization. Great help Mentors, trainers, and organizational experts can provide assistance. By participating in the development of the project, employees become its adherents and promoters (if everything is organized and “sold” correctly). It is important to include in the working groups those line managers who will use this model. This way we reduce resistance and improve understanding among employees of what it's for and how it will work.

You need to understand the difference between working groups and a project group.

We form working groups at some stages to collect information and its final verification.

The project team is the group that leads the project from start to finish and is responsible for the result and implementation.

Rule three. Include more people in work groups. You will increase awareness and commitment and reduce resistance.

It is necessary to define standards of behavior that ensure effective implementation at each level. And these standards must take into account the behavior that will be necessary not only today but also tomorrow. These standards are determined by the company’s strategic goals and its development plans. After the core competencies have been developed and the number of levels of each of them has been determined, check this in working groups, coordinate with managers and experts. Make sure this model works.

Rule four. Develop competency levels so that they truly reflect required and sufficient behavior and can describe behavioral changes across positions.

Sources and methods

A key challenge in creating a working competency model is identifying examples of behavior that enable successful performance. What is it like now and what should it be like in the future? What is the behavior incentivized by the company?

documents at the department level,
job descriptions, memos.

Methods:

job analysis;
observation;
interview;
focus groups;
brainstorm;
working groups with managers and employees;

In addition, you can use the repertory grid method, the critical incident method and the direct attribute method.

What are the main stages of developing a competency model:

We plan: we answer the question: “For what purpose?” and describe the desired outcome in measurable and agreed upon criteria.
We create a project team, plan project time, answer questions - who will participate in the working groups? Will employees be completely distracted from their current activities or is this an additional burden? Important question— who will lead the project team? Do you need outside experts?
We collect and analyze information, design a competency model.
We are working on the levels of the competency model.
We create competency profiles for specific positions.

Good luck in creating an effective competency model!

And we are ready to help you at any stage of development.

2.4.1 Basic concepts

Competency model - human resource management tool

When selecting, it is difficult to assess the level of competence of a specialist and correctly prioritize the selection criteria.

But even if you manage to choose the best specialist in this industry, it may still turn out to be ineffective: not adapt to the conditions of the existing corporate culture, motivation system, leadership style.

To provide a unified and objective system for selecting, promoting, evaluating and motivating specialists, companies use competency models.

Competencies are characteristics that enable high performance in a particular activity. They integrate skills, personal characteristics, and motivation.

A competency model is a list of competencies with specific indicators of their manifestations in professional activities. The model includes the competencies that are most important for the company at this stage of its development. An effective model involves the development of competency profiles - sets of competencies for different levels of management and areas of activity (for example, production, sales, marketing, finance, etc.).

A competency model creates clearly defined expectations for a candidate for a specific position.

2.4.2 Principles for compiling a competency model

There are three main principles to follow when developing a competency model:

1. Involvement in the development of the model of people who will use this model (i.e., company employees - users of the model).

2. Providing employees with complete information about what is happening in the company and why.

3. Ensure that the standards of conduct included in the competencies are appropriate for all users and that the intended uses are consistent with corporate interests and culture.

2.4.3 Rules for creating a competency model

When creating models professional competencies It is important to remember a few rules that are guaranteed to ensure success:

1. The competency model must correspond to the strategic goals and phase of business development. Accordingly, if there are significant changes in the company, the model must be reviewed and adjusted.

2. It must be described in a simple, understandable language for every employee.

3. The competency model should not contain too large a list of required characteristics. The optimal number is considered to be 10-15 competencies that form an adequate model for a given position.

4. For each competency included in the model, “behavior indicators” must be prescribed, thanks to which it will be possible to assess the degree of expression of the required quality in an employee.

5. When implementing management procedures (selection, assessment, development, incentives, etc.), the same competency model must be applied. In other words, these procedures must be interconnected and subject to the same general laws.

2.4.4 Stages of competency model development

At the first stage, it is necessary to analyze the work of the position for which the competency model will be developed.

Job analysis is a procedure for determining the specifics and nature of a job, including a description of work activities, performance standards, work process structure, interactions, working conditions, need for use technical means. Job analysis allows you to clearly determine the requirements for the knowledge, skills and abilities of an employee holding a given position. Collection of information for such analysis can be carried out various methods: interviewing, questioning, observation, etc.

At the second stage, the received data is processed, analyzed and compared with the company’s business strategy.

It is necessary to bring all the information received together, and then conduct a balanced, comprehensive analysis of the work performed by the employee. By correlating the results of the study with the strategic goals of the company, the role and place of this position in business processes is determined, the degree of influence on overall result companies, potential prospects and threats.

The third stage is the preparation of a Job Description (a document that contains information about what the employee actually does). this work, how he does it and under what conditions the work is performed), including:

1) set qualification characteristics- education, work experience, special knowledge and skills that the “ideal employee” holding this position should have;

2) personal characteristics of a person, his ability to perform specific functions, types of behavior and social roles.

All designated characteristics are ranked according to their importance and significance for a given position.

At the fourth stage, the actual development of the competency model takes place, with a mandatory description of each competency, as well as the identification of positive and negative behavioral indicators.

To assess competencies, appropriate methods and tools are selected. Therefore, during selection, it is possible to assess as accurately as possible the compliance of the candidate’s personal profile with the competency profile.

2.4.5 The role and significance of competency models in the activities of an organization

A competency model is not only a “request for selection”, but also a vision of what the company will need in the future, what is the gap between today’s need for human resources and the future. Moreover we're talking about not only about the need to fill positions, but also about the development of certain competencies. For example, if a company is planning a change in business goals, and the top management team as a whole is not highly developed in strategic thinking, then efforts must be made to ensure that this competency is present in the team.

The competency model allows long-term planning and forecasting of the required human resources, and quickly and effectively forming a personnel reserve.

Training planning also becomes systematized and more focused. According to observations, training planning changes among companies that begin to use the competency model. In general, the trend is as follows: the number of more specialized, competency-focused trainings is increasing

In companies that use a competency model, it is clear to employees what qualities and skills their advancement depends on. If promotion decisions are based on clear criteria, staff perceive them as fairer. In fact, when an HR professional bases all his procedures and methods on the basis of a competency model, he moves from solving individual problems to real human resource management.

It is important to engage not only in developing a competency model, but also in supporting the systematization of HR procedures and creating a unified approach to the selection, promotion and motivation of key employees. In accordance with the competency model, methods for their assessment are developed: methods of the Center for Assessment and Development, business simulations, interviews, reliable questionnaires and tests are selected. When used correctly, the competency model is not limited to assessment. It should be the basis for developing a system for assessing, training, developing and motivating personnel.

Building a holistic system of HR procedures allows you to use the competency model most effectively and get the greatest return on investment in personnel.