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Job competency relates to the demonstration of various skills, aptitudes, and performance

levels as they are related to a specific position or job within a company. There are several
ways to evaluate job competency, based on what level of activity or performance is
considered to be acceptable within an organization. Here are some examples of criteria
that are often associated with evaluating job competency.
ometimes referred to as role competency, job competency is essentially evaluated from
the very beginning of the employment cycle and continues through until the end of the
state of employment. !hen a prospective employee is under consideration, a company
will attempt to properly evaluate the competence level of the individual, as it relates to
the position that needs filling. This will mean taking a look at the educational credentials
of the prospective employee, as well as past work history.
"ased on this basic information, it is possible to ascertain the viability of continued
discussions with the prospect. However, if investigation into these factors indicates that
the prospect lacks the type of skills re#uired for an acceptable level of job competency,
then the company is able to reject the application and focus the search in other directions.
$ven for existing employees, the ongoing evaluation of role competencies is important.
To this end, many employers have a process in place for periodic evaluations of employee
performance. %enerally, this will include a look at general efficiency within the
workplace, proper application of knowledge related to the position, punctuality, and often
the ability to work effective with other employees. This ongoing process of evaluating
job competency helps both the employer and the employee. &s a result, employers may
identify latent skills that could be developed that would be in the best interests of the
company. $mployees benefit in that the #uality of the work performed is recognized, and
chances for advancement may be forthcoming.
"ecause job competencies include such factors as efficiency, punctuality, and the ability
to work well with others, they provide important indicators of whether an employee
should be rewarded for excellent performance, helped to improve skills in some areas, or
terminate the working relationship altogether. 'nderstanding the relationship between job
competency and the skill sets of an individual are vital if the right person is to be placed
within the correct working environment. !hen job competency is evaluated properly,
both the employer and the employee benefit. !hen job competency is not properly
evaluated, the end result is often negative for both the corporation and the employee.
(n every job, some people perform more effectively than others. uperior performers do
their jobs differently and possess different characteristics, or )competencies), than
average performers do. &nd the best way to identify the characteristics that predict
superior performance is to study the top performers.
& competency is a personal characteristic *skill, knowledge, trait, motive+ that drives
behavior leading to outstanding performance. &n example of a competency is
)conceptual thinking), defined as, finding effective solutions by taking a holistic, abstract
or theoretical perspective. & person demonstrating this competency would probably be
able to,
-otice similarities between different and apparently unrelated situations
.uickly identify the central or underlying issues in a complex situation
/reate a graphic diagram showing a systems view of a situation
0evelop analogies or metaphors to explain a situation
&pply a theoretical framework to understand a specific situation
What is a Job Competency Model?
& job competency model is a description of those competencies possessed by the top
performers in a specific job or job family. (n effect, a competency model is a )blueprint
for outstanding performance). 1odels usually contain 2345 competencies with
definitions, often grouped into )clusters) along with behavioral descriptors. Examples
can be found in our Competency Portfolio [1.4mb PDF] and in an actual model for Project
Manaers [!4"b PDF]
&s an (ndividual, you can use job competency models to guide your own career
development. /oupled with an accurate assessment of your own competencies, you will
be able to identify competencies needing development and6or identify other jobs or
careers that make better use of the competencies you possess.
&s a leader in your organization, competency models and systems can help,
(mprove the selection of people for jobs
0evelop skills and characteristics that lead to improved effectiveness and
7rovide a consistent framework for Human 8esource applications
"uild alignment with organizational values and strategy
Competency Framework
!orkitect9s /ompetency 0ictionary consists of :; competencies organized into three
clusters, competencies dealing with 7eople, "usiness, and elf 1anagement.
*/ompetency /hart+. (ntellectual property <2;kb 70=> licenses are available that enable you to
use the content within your organization.
Introduction to Competencies Presentation
(3 Hour
(f you want to educate line executives, H8 professionals or anyone else to the whole area
of competencies, consider a half3day interactive presentation now available for
organizations. Topics include, what competencies are, how competency models are
developed, and how they can be applied to improve talent management processes
including selection, retention, performance management, training, and succession