Competencies are powerful strategic driving-forces and cultural development tools. However, it is difficult to unearth and define core competencies because they represent a combination of processes, resources, procedures and technologies that are hidden from view by the products and services they helped to create and serve. Competency development is a much-abused term and has been defined in a number of ways by different organisations.
The Century Management definition is that:
‘competencies are the combination of behaviours, attitudes, values, attributes, learned practices and emotional intelligence applied by effective individuals and teams to deliver superior results’.
Competencies provide an integrated framework to describe role requirements, family job clusters and performance issues. Comparing the competencies of individuals with best practice job expectations can provide a platform to more easily deliver results.
A competency approach can be used to strengthen other Human Capital Management activities such as:
Beneficial outcomes can be seen at personal/professional, interpersonal, team, organisational and customer levels. Beneficial outcomes include:
The Competency model helps provide a framework to understand personal/leadership, career/professional and organisational core competencies that can transform your management team.
A core ‘business’ competency must have a differentiation factor that customers appreciate and that competitors find difficult to compare or copy. It’s uniquely yours and effectively becomes a tacit, almost unspoken, intellectual property.