| A competency is a behavior or a set of behaviors | | | | data is then analyzed and criteria for success are |
| where excellence is achieved in a work situation; | | | | gathered. Surveys are then used to validate and the |
| whether it is a particular job or an entire organization. | | | | models are refined even more based on the feedback |
| Organizations and companies have begun to embrace | | | | from the surveys. After the process is concluded the |
| these characteristics as a method to help solve | | | | resulting information can be used in applications |
| problems within a company as a whole, a team or | | | | determined by the company. |
| work group and down to an individual employee. A | | | | A well developed competency model can produce |
| competency model is a set of skills or competencies | | | | effective and integrated processes for strengthening |
| that are needed for excellent performance in a | | | | talent management, hiring and retaining talent, |
| specific role. These competency models would not | | | | succession planning, career development of |
| include expected performance skills such as | | | | employees and performance management. Benefits |
| completion of tasks. | | | | of a well developed competency model can affect |
| Competencies are often broken into specific groups. | | | | both the individuals and the entire organization. The |
| Some of these groups could include analytical thinking, | | | | goal of the model is to lay out the desired |
| organizational communications, coaching, solving | | | | competencies that will drive behavior that is necessary |
| problems, managing performance, and many more. | | | | to produce a superior performance for each job |
| Each organization or company would need to build | | | | category. It will also enable those within the company |
| their own competency model that would apply to the | | | | to recognize the optimum performers for each job. |
| needs of the company. The business strategy would | | | | The materialization of a competency model will |
| determine how the competency models would be | | | | differentiate the superior performers from the average |
| used. For example, competency models could be used | | | | performers. Compiling the competency model |
| for hiring and interviewing, training and career | | | | examines the characteristics of the top performers in |
| development and performance management. | | | | the company. Top performers do their jobs differently |
| Building a competency model does take time and | | | | than the average performers. Assessing the |
| there are companies that offer models in a template | | | | differences is essential to building a sound competency |
| or custom competency models. Once a company | | | | model. Then applying what is learned to all aspects of |
| determines how the model will be used - a series of | | | | the organization can have a monumental impact on the |
| structured interviews take place to collect data that is | | | | company as a whole. |
| relevant to the competencies being developed. The | | | | |