Your organization’s human resource department may have developed, or is planning to develop, a competency model for your job. Competencies are used to identify gaps in each employee’s capabilities so these gaps can be remedied.
The skills and behaviors that outstanding performers demonstrate more often, more skillfully, and with better results than do average performers.
A Job Competency Model is…
A group of related competencies that together describe successful performance for a particular job or role, in a particular organization.
To learn more about competencies and competency models, go to: Workitect.com
1. Clear Job Requirements:
What do you need to do to be successful at work?
Competencies define the skills needed for your current or desired job, creating alignment around expectations at work. You can use them to assess your own skills, increase your self-awareness, and identify how to improve your performance in your current job or your candidacy for another job.
2. Objective Performance Reviews:
Do you have a clearly defined process to track skill progression?
Competencies, and the associated behavioral indicators, add objectivity to the performance management process by defining what and how well you are performing certain skills. It is not based on your manager’s subjective conclusions about your performance and competencies. You can track your own performance and document how well you performed against a specific competency, revealing how well you demonstrated the desired behavioral indicators.
3. Evaluation of Career Potential:
Do you know how to gain career mobility at your organization?
Your potential for other positions in your organization has probably already been evaluated, based on the skills, knowledge, and “intangibles” you are perceived to possess. Wouldn’t you like transparency, to know what those intangibles are, so that you can reset your career aspirations or develop the competencies you need in order to advance? In comparing people’s performance and potential, a competency model provides a consistent, objective and valid framework for the evaluation. If none exists, you don’t know what is being used as a measuring stick, e.g. loyalty to boss, tenure, etc.
4. Clear and Concise Feedback:
Is there a common language to communicate development opportunities?
Competencies allow people to give you clearer, more concise and understandable feedback about your strengths and development opportunities. They also offer a common language to give and receive feedback, used to set goals. Would you prefer to hear “you need to work on your selling skills” or “you would be more effective in selling your ideas if you more actively sought to understand others’ needs and concerns before trying to promote your ideas”.
5. Achievable Development Plans:
Do you have a realistic, behavioral specific plan for success?
A competency model helps you to build your development plan by pointing to specific behaviors in which you are successful and where you should improve. You can then benchmark progress and create future action plans, leveraging your strengths to address developmental needs. In the previous example, the focus for development would be to “better identify others’ needs and how your ideas will assist them”. This is a better and more achievable development objective than to simply “improve your influencing skills”.
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