Competencies are the key behaviours and skills that are required in an individual. He or she will need these competencies in order to perform at the expected level and make the business a success.
Each role in an organisation requires a detailed competency framework - a range of measurable components which include definitions and examples. This will communicate to individuals the behaviours that are expected, rewarded, and required for success. It will also provide line managers with a basis for assessment.
Competency framworks can include all elements that lead to effective performance, from behaviours to technical skills. They provide a consistent system for the identification of potential, training needs, and what it takes to be successful within a role. This in turn helps individuals develop the skills that will impact upon business results. Research (1) shows that the most common competencies are as follows:
- communication skills
- people management
- team skills
- customer service skills
- results-orientation
- problem-solving
In developing a competency framework, the organisation must first identify the role and review its current profile of responsibilities. Specific competencies required for effective performance are then defined using job-analysis techniques that include the following:
- Critical incident analysis
This technique involves collecting information about the way people behave during atypical procedures that have significant consequences (critical incidents). The technique is based on the rationale that critical incidents elicit examples of strong and weak performance, so participants are usually interviewed and asked to give accounts of such events. Competencies can be developed through identification of the behaviours and skills associated with effective performance.
- Behavioural event interviewing
Incumbents are asked to describe a specific work situation, the actions taken, and the outcomes that occurred. The interviewer then asks questions to probe around the situation. The aim is to obtain details of behaviours such as planning, decision making, problem solving and information seeking. The details provide a basis for competency development.
Because competency frameworks act as a guide for both individual and line manager, it is important that they achieve a healthy balance between detail and clarity. Although descriptions of the above factors should extend beyond generalisations such as "effective team working", a large number of over complex competencies will lead to lengthy assessment/ development procedures and staff commitment could be compromised.
It is also important that none of the competencies discriminate against a particular group of employees or potential employees. This can be avoided by referring to laws such as the Disability Discrimination Act 1995.
1. CHARTERED INSTITUTE OF PERSONNEL AND DEVLOPMENT. (2007) Learning and development: annual survey report 2007. London: CIPD.
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