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HR Glossary > Competency
A competency is a character, quality, or learned skill that is essential and beneficial to an individual’s job performance. A person with innate qualities like collaboration skills, knowledge, and ability can survive any kind of job. Providing reliable benchmarks for evaluators to measure candidates against competencies helps hiring professionals to make better choices about the skillset new hires need to succeed at their jobs.
8 Competency Qualities every individual should possess:
The competency model contains essential qualities of an employee which are vital for them to perform their role effectively. After a thorough analysis of the job position and its nature, the qualities are determined. A competency model helps candidates understand clearly what the employer is looking for from them, thus making it easier for them during interviews and eliminating any confusion regarding the hiring process.
Competencies are very useful for employees in the workplace. It is always important to know what your skills are to invest in them. No matter how much experience you have, it is always important to know your strengths and weaknesses. You should also find out what you can do to be better at your job. It would help if you continued to learn throughout your career. As technology changes, so do the workforce and the expectations of employers.
Competencies for supervisors can be very helpful in many situations. They can allow a supervisor to understand the needs and interests of employees better and thus know how best to meet those needs. They can also help supervisors plan and execute new programs or initiatives that could be beneficial in the workplace.
360-degree feedback is when employees are asked to assess their colleagues’ specific competencies. This allows individuals to have a more objective view of their strengths and weaknesses, thus improving themselves over time.
KPI/KRA’s (OKR Framework):
KRA’s are a framework where employees are given specific targets they must meet to receive a bonus or promotion. These targets should be specific and measurable, meaning that it is clear what an employee has to do to receive the reward. In both cases, the employer needs to communicate their expectations to their staff, as failure to do so can confuse both parties.
One on one meetings with line manager :
These are very important for several reasons. Firstly, they give you and your team member the chance to discuss any issues effectively. They also provide a more informal setting for feedback, which can be invaluable for forming a close working relationship. Finally, they are documented, meaning that you will have evidence of positive or negative feedback.
In choosing the competencies to be included in a job description, managers must consider several factors, including the level of decision-making, responsibilities, and authorities; the level of internal personnel interaction; the level of customer contact and interaction; and the level of physical, attitudinal skills and knowledge.
The best method is to determine the job’s level of decision-making, responsibilities, and authority. This will influence which competencies should be included in the job description. The competencies relevant to a given job’s responsibilities are those at a similar or higher level than the responsibilities. Should not involve competencies not related to or necessary for performing the required duties in the job description. The second factor is the level of internal personnel interaction.
There are several different competency models that you can use to highlight the skills that your employees need. Here are the four key competency models which are monumental to understand performance:
1. Organisational Core Competency Model
Organizational competency models are most useful for consistently assessing and developing employees’ skills. They focus on the areas where employees need to develop and help you identify people who can be promoted into higher positions.
2. Functional Competency Model
Functional competencies are the skills, knowledge, and abilities required to perform a job. This is often known as “”skills-based”” training, and it focuses on developing people’s capabilities. It does not relate to how well a person fits into the organization.
3. Job Competency Model
Job competencies are related to the specific requirements for individual responsibility or role in an organization. These differ from functional skills – they focus on how someone will perform their job, not just what they know or their qualifications.
4. Leadership Competency Model
Leadership competency models are useful for identifying the essential skills when hiring a leader within your organization. You can think about what qualities you need in a leader and consider these factors when recruiting for new leadership roles.
The five key stages of employee competence are:
1. Proper Observation:
When supervising staff, it is important to observe their behavior and performance. This will help you to identify strengths and weaknesses and develop strategies for improvement.
If a staff member needs assistance, provide them with the appropriate training or correct their work. The key is to get the person to become self-sufficient as soon as possible.
It is also essential to promote social relationships among your staff. This helps improve communications, which leads to better relationships between employees and a more productive work environment.
4. Improvement & Upskilling:
Once you have identified areas of weakness in a staff member’s work performance, allow them to improve or upskill themselves to perform at higher levels of competence.
Keep an open mind when giving feedback or reviewing a staff member’s performance so that you can adapt quickly if required. Be flexible enough to see new ways of doing things or other possibilities that may not have previously been considered.
The process of developing a competency model, once the initial concept is approved, is as follows:
1. Identify the skills and knowledge required for new hires to demonstrate proficiency in their roles.
2. Rank order these skills and knowledge by importance.
3. Establish rating scales (or use existing scales, such as those provided by others) to measure proficiency.
4. Review policies and procedures, and revise where necessary.
5. Revise job descriptions, including the responsibilities and list of tasks associated with each position.
6. Develop a methodology for testing knowledge and skills in training classes conducted before hire or new-hire orientation.
Competencies are generally defined as the combination of knowledge, skills, abilities, and other individual characteristics (often called KSAOs) that can be reliably measured and shown to differentiate performance.
Competencies are different from skills because they aren’t necessarily learned abilities. Competencies are the knowledge and behaviors that lead you to succeed in a job. For example, problem solving and negotiation are competencies that most employers would want their employees to possess.
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