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  • What Is A Competency Model?

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    This document discusses competency models, which define the skills, knowledge, and behaviors needed for employees to successfully perform their jobs. It explains that competency models are used for recruitment, talent management, training, and performance evaluation. The document provides examples of core competencies that all employees need and job-specific competencies. It also outlines steps for developing effective competency models, such as researching existing models, interviewing managers, and validating the competency list.

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    Competency Model

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    This document discusses competency models, which define the skills, knowledge, and behaviors needed for employees to successfully perform their jobs. It explains that competency models are used for recruitment, talent management, training, and performance evaluation. The document provides examples of core competencies that all employees need and job-specific competencies. It also outlines steps for developing effective competency models, such as researching existing models, interviewing managers, and validating the competency list.

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    68 views7 pages

    What Is A Competency Model?

    Uploaded by

    sannphanith007
    This document discusses competency models, which define the skills, knowledge, and behaviors needed for employees to successfully perform their jobs. It explains that competency models are used for recruitment, talent management, training, and performance evaluation. The document provides examples of core competencies that all employees need and job-specific competencies. It also outlines steps for developing effective competency models, such as researching existing models, interviewing managers, and validating the competency list.

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    of 7

    Competency Model

    https://www.valamis.com/hub/competency-model

     What is a Competency Model?


     What are the benefits of using a competency model?
     The types of competencies that make up the model
     How are competency models used?
     What is an example of a competency?
     How to develop effective competency models

    What is a Competency Model?


    A competency model is a guideline developed by a Human Resource
    department that sets out the specific skills, knowledge and behavioral
    requirements that enable an employee to perform their job successfully.
    Competency models define what performance success should look like
    within the organization for each individual job. The model is applied to
    recruitment practices, talent management, training and performance
    assessment.

    What is the difference between a job description and a


    competency model?
    A job description and a competency model sound almost alike because they
    both seem to describe what an employee is required to do in the job. What is
    the difference?

    The difference is that a job description is a general summary of the skills


    required for a job, whereas a competency model provides specific behaviors
    that an employee must do on the job in order to be successful.
    What are the benefits of using a
    competency model?
    Greater performance success has been attributed to organizations with
    thoroughly defined competency models. In a competency survey by the
    Society for Human Resource Management (SHRM), 93% of 500 C-suite
    executives claimed that competency models were important to their
    organization’s performance success.

    Here are some of the ways that implementing the competency model
    benefits organizations:
     Sets a concrete direction for workforce performance that aligns with
    organizational goals and strategies.
     Enables HR to have a concrete understanding of all employee abilities
    and skills.
     Enables HR and Training to more accurately identify learning &
    development (L&D) needs.
     Allows employees to take ownership of the skills and behaviors
    required of them in their roles.
     Empowers organizations to keep track of what skills employees have
    so that strategy and planning can work towards that future skills may
    be needed.
     Provides a consistent and fair system of measurement for performance
    evaluation.

    The types of competencies that make up the model


    There is no standard list of competencies for any given job. The type of
    competency that feeds into a competency model depends on the specific
    needs of the job. For example, the competencies listed for a restaurant
    waiter will differ drastically from the needs of an accountant.

    Competencies can be broken down into helpful categories to better


    understand the type of information that might be included, such as:

    1. Core competencies
    Core competencies include the baseline skills required by the organization
    for all employees; these are the basic things that employees must fulfill. This
    will vary from company to company, as it depends on the values, philosophy
    and goals of each organization, but can include basic requirements like
    communication skills or teamwork. Most jobs require a basic element of
    being able to work with other people to some degree.

    The goals of the organization are reflected in broad competencies that


    reflect the strength and uniqueness of the organization. For a company that
    specializes in international parcel delivery, the core competency would be
    logistics. Drilling down to an employee’s job within this type of organization,
    a core competency for an employee could be on-time delivery of customer
    parcels.

    2. Functional competencies
    Functional competencies are job-specific skills and behaviors that are
    unique for each role. For example, a competency for a restaurant waiter may
    be the ability to effectively handle customer complaints, where a competency
    for an accountant may be the ability to analyze a specific type of financial
    data in order to prepare reports.

    Functional competencies should describe what behaviors or skills need to be


    performed in order for the employee to be a top-performer in their position.

    3. Leadership competencies
    Leadership competencies are often used for supervisory and management
    related roles, although can be applied to any job position that requires an
    employee to lead others. They include leadership skills and behaviors like
    decision-making abilities.

    How are competency models used?


    Competency models are used for a variety of HR practices, including:

    Recruitment - Fully developed competency models are often used for the
    development of job postings. When they are well-defined and clear,
    organizations have a better chance of finding more closely matched
    candidates.
    Talent/Performance Management - Defining what success should look like
    within the organization boils down to the performance of the workforce; a
    competency model can define what performance success should look like
    for each role within an organization. This benchmark helps HR to connect
    the function of each job with organizational goals and also ensure that the
    talent of employees is developed.

    Performance Appraisal - Competency models provide the framework needed


    to properly assess employees during a performance review; both the
    employee and employer have a clearly defined list of behaviors and skills to
    work from.

    What is an example of a competency?


    The format of a competency model for any given job will be different
    depending on the specific organization and profession. There is no
    standardization or required structure. Often, organizations will have their
    own unique templated format for competency models.

    The Society for Human Resource Management (SHRM) offers a best


    practice in the formulation of competencies by breaking down what
    information should ideally be included in a specific competency:

    Best Practice:
     Title - Name of the competency
     Definition - Overall definition of the competency
     Sub-competencies - General baseline skills and behaviors required
     Behaviors - Behaviours that reflect the highest level of proficiency
     Proficiency Standards - Skill standards that reflect job-specific
    requirements and reflect four stages of career development (early, mid-
    level, senior, executive)

    Competency example:
     Title: Develop customer relationships
     Definition: As part of the Sales process, the ability to create a lasting
    relationship with customers via interactions is integral to the role.
     Sub-competencies: Ability to communicate effectively with customers
     Behaviors: Emotional intelligence
     Proficiency Standards: Identify customer concerns and present
    methods for addressing concerns.

    How to develop effective competency


    models
    1. Determine what kind of process works for your
    organization
    The research and development involved in creating well-defined
    competencies for a position can be lengthy; it takes time to understand what
    is needed for each position. Due to today’s fast-paced and ever-changing
    business environment, it could be beneficial for some organizations to have
    a shorter and more intensive method of development. Competency models
    that are also designed as flexible can likewise accommodate future changes.

    2. Research available competency information


    Developing competencies requires more than vague statements about what
    the job position will entail. As well, the functional competencies need to
    reflect what “great” performance should be, not just the baseline skills
    for “acceptable” performance.

    Previously developed competencies for similar roles should be identified and


    used as a guideline, as well as related role documentation, background
    information and organizational core competencies.

    3. Interview relevant business units and executives


    Interviews with relevant stakeholders provide the insight needed for the
    role’s required competencies. Executives can provide the key organizational
    core competencies needed for the role that reflect both the values,
    philosophy and goals of the organization. Managers and high-performers
    from relevant business departments can be interviewed to find out the key
    skills and behaviors that are necessary and successful for those roles. When
    interviewing, the focus should be on what skills and behaviors make for a
    top-performing employee in that role.

    4. Establish the core competencies


    The core competencies should reflect the baseline behaviors and skills
    required by the organization. How should employees act and contribute as
    part of the organization so that they can integrate into the company’s work
    culture and philosophy? Utilize the research and interview content from
    executives and relevant organizational stakeholders.

    5. Establish job-specific competencies


    Job-specific competencies should reflect the unique role skills and behaviors
    as outlined by departmental managers and top-performers at the research
    stage. What did these individuals need to know and do to perform well in
    their role?

    6. Establish leadership competencies, where needed


    When management-related competencies need to be drafted, it should be
    assumed that the individuals are already familiar with the core competencies
    set out by the organization. The focus should be on unique leadership
    attributes and skills. These can be determined by the executive and senior
    management level at the research stage.

    7. Finalize the competency list


    Organize the findings, but avoid being unrealistic with narrowing down
    competencies. If the list is too far-fetched, it could hinder recruitment
    initiatives and scare away potential applicants. If the list is too vague or not
    specific-enough, it could result in an influx of candidates that are not
    perfectly suited to the position; it will also not help employees to achieve
    organizational goals.

    Validate the competency list with all stakeholders involved in the process,
    including executives and management. Signing off on competencies is
    important to ensure that that all levels of the organization’s needs are being
    met.

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