Defining Competency

An easy definition of competency is that it is something you need to be able to do well in a

specific job role.

Lasse_CompetencyModel1.png
The term "competence" came into vogue following R.W. White’s 1959 Psychological Review
article, “Motivation Reconsidered: The Concept of Competence.” White explains that because
people are intrinsically motivated to achieve competence, having competency models enables
organizations to tap into our own desire to achieve proficiency. (See figure to the right.)
In order to demonstrate competence, workers must be able to perform certain tasks or skills
with a required level of proficiency. A competency is broken down into specific skills or tasks.
Next, each skill or task can be described in terms of what it looks like—specific behaviors at
different levels of proficiency. To achieve competence in a particular job, a person should be
able to perform various tasks or skills at a target proficiency level. (see figure below.)

Lasse_CompetencyModel2.png
A competency model encompasses all the competencies, tasks and skills, behavioral examples,
and proficiency requirements for a particular job. It focuses on factors the organization has
marked “critical” to achieving the corporate strategy.

Advertisement
While all of this seems obvious to Talent Development and L&D professionals, it is often difficult
to explain to those outside of our field. In other words, when I ask a group of salespeople or
supply chain managers about the required competencies for their roles, I typically get a bunch of
blank stares.

A Different Approach: Categories

Let’s consider a different way to describe “competency.” I ask people to describe the
“categories” of things that employees need to be able to do. Suddenly, the intangible seems
tangible, and everyone can articulate what they need to do.

For example, if you ask a sales person about the categories of things they do, they will probably
say account management, opportunity management, and administrative tasks. Or, if you ask a
supply chain manager to outline their categories of tasks or behaviors, they will probably say
supply chain management, people management, and coordination with other functions.

Once you have these categories, you can have a conversation with high performers, asking
them: “Tell me everything you do in your job that is related to people management.” This is
where you can start to nail down the requisite skills for that role to succeed.

If one of those skills is related to career development, you can ask, “If you must facilitate career
development discussions, what do you think it should look like? How often do you do it? How do
you integrate it into your processes?” This is where you begin extracting best practices, which
are simply examples of how to demonstrate proficiency in a particular skill.
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What Is a Competency?
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By Cheryl Lasse
Friday, November 20, 2015
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When talking about competency models, I’m often asked the same series of questions: “What is
a competency? How do I explain it to others?”

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Defining Competency
An easy definition of competency is that it is something you need to be able to do well in a
specific job role.

Lasse_CompetencyModel1.png
The term "competence" came into vogue following R.W. White’s 1959 Psychological Review
article, “Motivation Reconsidered: The Concept of Competence.” White explains that because
people are intrinsically motivated to achieve competence, having competency models enables
organizations to tap into our own desire to achieve proficiency. (See figure to the right.)
In order to demonstrate competence, workers must be able to perform certain tasks or skills
with a required level of proficiency. A competency is broken down into specific skills or tasks.
Next, each skill or task can be described in terms of what it looks like—specific behaviors at
different levels of proficiency. To achieve competence in a particular job, a person should be
able to perform various tasks or skills at a target proficiency level. (see figure below.)

Lasse_CompetencyModel2.png
A competency model encompasses all the competencies, tasks and skills, behavioral examples,
and proficiency requirements for a particular job. It focuses on factors the organization has
marked “critical” to achieving the corporate strategy.

Advertisement
While all of this seems obvious to Talent Development and L&D professionals, it is often difficult
to explain to those outside of our field. In other words, when I ask a group of salespeople or
supply chain managers about the required competencies for their roles, I typically get a bunch of
blank stares.

A Different Approach: Categories

Let’s consider a different way to describe “competency.” I ask people to describe the
“categories” of things that employees need to be able to do. Suddenly, the intangible seems
tangible, and everyone can articulate what they need to do.

For example, if you ask a sales person about the categories of things they do, they will probably
say account management, opportunity management, and administrative tasks. Or, if you ask a
supply chain manager to outline their categories of tasks or behaviors, they will probably say
supply chain management, people management, and coordination with other functions.

Once you have these categories, you can have a conversation with high performers, asking
them: “Tell me everything you do in your job that is related to people management.” This is
where you can start to nail down the requisite skills for that role to succeed.

If one of those skills is related to career development, you can ask, “If you must facilitate career
development discussions, what do you think it should look like? How often do you do it? How do
you integrate it into your processes?” This is where you begin extracting best practices, which
are simply examples of how to demonstrate proficiency in a particular skill.

Advertisement
Putting Competencies to Work for You
If you want to dialogue with leaders or line employees about competencies or generate support
for building competency models in your organization, use language that everyone understands.
Ask people about the “categories” or big buckets of things they need to do in their job. I believe
you’ll find that you can generate a lot more support for your competency initiatives. You can use
the table below to help you get started.

Definition of Competence:
Competence is a description of something that people carrying out particular types of work
should be capable of doing. (National Vocational Qualification). In simple words it can be
understood as a standardized requirement for an individual to perform a job properly.

It is a combination of:

1. Knowledge.

2. Skills.
3. behaviour utilized to improve performance.

Competence is mainly concerned with output rather than input.

Competences can be defined at three levels:

1. Core Competences:
They refer to what the organization has to be good at doing if it is to succeed. It could include
the factors like customer orientation, production of superior quality goods or delivering quality
services, creativity and innovation, effective utilization of resources, managing cost, reducing
wastage etc. Core competences can be linked to the balanced scorecard of measuring
organizational success as developed by Kaplan and Norton (1992).

2. Generic Competences:
These competences are shared by a group of people performing same kind of job say system
analysts, team leaders etc. They cover the aspects of the work that they have in common and
define the shared capabilities, which are required to deliver desired results.

3. Role -Specific Competences:

Such competences are unique to a particular role. They define the special tasks that they have
to do. In addition to generic competences they may share with others who are performing with
similar role.
What is a Competency?
Competency: The combination of observable and measurable knowledge, skills, abilities and
personal attributes that contribute to enhanced employee performance and ultimately result in
organizational success. To understand competencies, it is important to define the various
components of competencies.

Knowledge is the cognizance of facts, truths and principles gained from formal training and/or
experience. Application and sharing of one's knowledge base is critical to individual and
organizational success.
A skill is a developed proficiency or dexterity in mental operations or physical processes that is
often acquired through specialized training; the execution of these skills results in successful
performance.
Ability is the power or aptitude to perform physical or mental activities that are often affiliated
with a particular profession or trade such as computer programming, plumbing, calculus, and so
forth. Although organizations may be adept at measuring results, skills and knowledge
regarding one's performance, they are often remiss in recognizing employees' abilities or
aptitudes, especially those outside of the traditional job design.
Individual attributes are properties, qualities or characteristics of individuals that reflect one's
unique personal makeup. Individual attributes are viewed as genetically developed or acquired
from one's accumulated life experiences. Although personal characteristics are the most
subjective of the components, a growing, significant body of research links specific personality
traits to successful individual and organizational performance.
Individually recognizing and rewarding any of these sources of expertise provides a strong basis
for individual performance engagement. However, it is their combination that results in the
unleashing of resources that are all too frequently untapped.
When utilizing competencies, it is important to keep the following in mind:

Competencies do not establish baseline performance levels; rather they are used to raise the
bar on employee performance. They provide employees with road maps to increase their
capabilities incrementally.
Competencies focus on an organization's culture and values. Consequently NU has selected a
unique set or combination of competencies that support and facilitate its mission.
Competencies reflect the organization's strategy; that is, they are aligned to short- and long-
term missions and goals.
Competencies focus on how results are achieved rather than merely the end result. In this
manner they bridge the gap between performance management and employee development
and are an integral component of personal development plans.
Competencies close skill gaps within the organization.
Competency data can be used for employee development, compensation, promotion, training
and new hire selection decisions.

Competency Characteristics of Competency

Self-awareness Tunes in to feelings of self and others, responds appropriately to different
situations
Self-management Pays attention to own behavior, completes tasks, engages in interactions with
appropriate behavior
Social awareness Possesses awareness of individual differences and similarities, includes
others, encourages
problem-solving
Relationship skills Uses appropriate greetings, initiates activities with peers, demonstrates
willingness to join activities
with peers, uses appropriate assertiveness, demonstrates ability to begin and end a
conversation, able
to resolve conflict and accept conflict resolution, uses negotiation and compromise, understands
body
language, demonstrates awareness of personal space, participates in group situations
appropriately
Goal-oriented behavior Focuses on learning and mastering new tasks
Personal responsibility Focuses on what one can control directly, including one’s own thoughts,
words, and actions, and
controlling one’s responses in the face of factors outside one’s own control
Decision-making Identifies when a decision needs to be made, thinks of possible options,
evaluates the options, and
chooses strategies for making the decision and reviewing how it works
Optimistic thinking Uses positive self-talk, thinks through options, looks for the lesson, sets
realistic goals, and reframes
situations in a positive manner

Here is a list of the top 10 key competencies that employers use when recruiting candidates:

1. Teamwork
Vital for the majority of careers, because teams that work well together are more harmonious
and more efficient.

Even if you work alone or remotely, it is still important that you are able to communicate ideas
and see the bigger picture of how your work will be used by others in the organisation.

Being able to work well in a team shows that you value others, can show empathy and have the
maturity to realise that no work is standalone.

Employers will be assessing whether you are able to work with others towards a common goal
and graciously share credit.

Working in a team requires excellent communication skills and problem-solving abilities, which
you will need to demonstrate in any examples you give. See below for further details on both
those traits.

2. Responsibility
The ability to take on a certain level of responsibility is necessary for most jobs. Candidates that
are good at taking responsibility are comfortable making decisions or taking ownership of their
work.
Key Competencies
Key competencies are specific qualities that a company's recruiters consider desirable for
employees to possess.

They are often used as benchmarks to rate and evaluate candidates during the recruitment
process, especially when reviewing application forms and at interview.

During the recruitment process, you will likely be asked competency-based questions, and the
recruiter will use your answers to determine your suitability.

You should therefore identify the key competencies of any given role at the beginning of the
application process, and match your skills and experience to them.

Often, you will be given ‘essential criteria’ that will outline the competencies the company has
identified as key.
Here is a list of the top 10 key competencies that employers use when recruiting candidates:

1. Teamwork
Vital for the majority of careers, because teams that work well together are more harmonious
and more efficient.

Even if you work alone or remotely, it is still important that you are able to communicate ideas
and see the bigger picture of how your work will be used by others in the organisation.

Being able to work well in a team shows that you value others, can show empathy and have the
maturity to realise that no work is standalone.

Employers will be assessing whether you are able to work with others towards a common goal
and graciously share credit.

Working in a team requires excellent communication skills and problem-solving abilities, which
you will need to demonstrate in any examples you give. See below for further details on both
those traits.

2. Responsibility
The ability to take on a certain level of responsibility is necessary for most jobs. Candidates that
are good at taking responsibility are comfortable making decisions or taking ownership of their
work.

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At senior levels, the responsibility that an employee is expected to bear will be greater, but even
in entry-level roles, the recruiter will want to see examples of how you have handled
responsibilities in the past.

This will give them a good indication of how you work under stress, how you resolve issues and
your work ethic in general.

---

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3. Commercial Awareness
An employer wants to know that you understand how their business works. Only then can you
really understand your role within it.
Most simply put, it is about staying up-to-date with your industry and business in general. This
includes marketing trends, customer demographics, technical advances, and the successes and
failures of competitors.

To improve your commercial awareness, keep abreast of the latest industry news and fully
research your chosen company and its competitors.

Get as much work experience as you can, so you can demonstrate to an employer that you
understand the role.

4. Decision Making
An employer will want to see that you can make the best possible decisions in the shortest
amount of time, by gathering information, seeking opinions, analysing all possibilities and
coming up with an effective solution.

Decisions can often be very complex and the possible outcomes very serious, so recruiters will
examine whether you can explain the reasons behind your decisions.

5. Communication
Excellent communication skills are essential in any role. What employers really want to know is
that you can convey information in a way that is confident, professional and easy for others to
understand, whatever their level.