A competency is a cluster of highly interrelated attributes, including knowledge, skills, and abilities KSAs that give rise to the behaviors needed to perform a given job effectively. Competencies can be either technical or behavioral.
Technical competencies reflect the knowledge required to perform a specific role. Behavioral Competencies describe the KSAs that facilitate the application of technical knowledge to job-related behavior. In other words, technical competencies reflect what knowledge HR professionals apply to their jobs, and Behavioral Competencies reflect how they apply this knowledge.
A competency model is a set of competencies that collectively defines the requirements for effective performance in a specific job, profession, or organization. You may be trying to access this site from a secured browser on the server. Gap: Specific knowledge, skills, abilities, and mindsets are rarely used to define individual job roles and functions.
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Competencies: Summary of Revised Recommendations The goal of the Competencies Team was to answer the following guiding questions: How should competencies be used? Should competencies be consistent across divisions? What are the gaps in the current system? No element integrates the various steps in the employee life cycle: attracting, retaining, developing, advancing, and transitioning. No element integrates the critical talent management processes: recruiting, selecting, on boarding, managing performance, and developing and retaining employees.
No element unites employees across the organization. Specific knowledge, skills, abilities, and mindsets are rarely used to define individual job roles and functions. Use competencies to integrate the key phases of the employee life cycle and to integrate the key HR talent management functions. Ensure that the process for defining competencies takes into account bias and impact on climate.
Define and incorporate specific competencies for critical roles such as leader, manager, HR professional, researcher, etc. Job Design Recommendations Incorporate organization-wide and job-specific competencies, along with education and experience, as the foundation for job descriptions.
Use competencies to link jobs with similar titles together. Use competencies to link job families together. Use technology to make it easy to create and manage competencies in the job design process. Recruitment and Assessment Recommendations Incorporate organization-wide and job-specific competencies into the applicant assessment process.
Develop tools that support a competency-based approach. These include competency dictionaries, behavioral interviews, behavior-based selection processes, guides, employee training, educational programs, etc. Use technology to support the implementation of competencies. Employee Development Recommendations Link professional development to specific competencies that must be mastered.
Align core management and leadership development programs with the competencies identified for these roles. Provide tools and resources so employees understand and can assess their current and desired levels of competencies for positions they choose to pursue. Performance Management Recommendations Implement a comprehensive; integrated performance management process which reflects competencies related to the organization, role, and specific job.
Include establishing clear performance goals, routine performance updates, performance coaching, and performance review as key steps in the process. Ensure that specific competencies, along with performance outcomes, are used during the performance appraisal and evaluation process.
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