Competency Models of Training

In today’s global and competitive business environment, many companies are finding that it is difficult to determine whether employees have the capabilities needed for success. The necessary capabilities may vary from one business unit to another, and even across roles, within a business unit.

Competencies are sets of skills, knowledge, abilities, and personal characteristics that enable employees to perform their jobs successfully. A competency model identifies the competencies necessary for each job. Competency models provide descriptions of competencies that are common for an entire occupation, organization, job family, or specific job.

Competency models can be used for performance management. However, one of the strengths of competency models is that they are useful for a variety of human resource (HR) practices, including recruiting, selection, training, and development.

Competency models can be used to help identify the best employees to fill open positions and to serve as the foundation for development plans that allow employees and their manager to target specific strengths and development areas. The competencies included in competency models vary according to the company’s business strategy and goals.

One way to understand competency models is to compare them to job analysis. As you may recall from other classes or experiences, job analysis refers to the process of developing a description of the job (tasks, duties, and responsibilities) and the specifications (knowledge, skills, and abilities) that an employee must have to perform it.

Competencies are sets of skills, knowledge, abilities, and personal characteristics that enable employees to perform their jobs successfully.

[alexismarquez]

IT FEELS GOOD I CAME FROM HARDSHIP, I APPRECIATE EVERYTHING.

[alexismarquez]

THANKS FOR THIS SURPRISE. IT'S OBVIOUS, I'M HARDWORKING.

[gigi]

I have found it’s difficult for an employee to express they have no interest in a job because of the company’s failure to specify any particular supervisor or other upper management point of contact.

[gigi]

Also, if a company decides they don’t like an applicant’s attitude shouldn’t that end the potential employee dissection? I don’t know about others but I don’t plan on changing who I am for any job.