We have more than 30 years experience working with competencies. \u00a0Defining competency models for organisations and individual roles, in both public & private sector organisations.<\/p>\n
The main reason for the performance differences shown in “Individual Value<\/strong>” has been found\u00a0to\u00a0be\u00a0to\u00a0the capability and personal qualities of the high performers and the approach they take\u00a0to\u00a0their work. The term \u201ccompetency\u201d was coined\u00a0to\u00a0describe these attributes.\u00a0\u00a0The definition of a competency is:- The Growing Importance of Competencies<\/strong> Competences<\/span>\u00a0or Competencies<\/span><\/strong> Competences<\/span><\/strong><\/p>\n<\/td>\n Competencies<\/span><\/strong><\/p>\n<\/td>\n<\/tr>\n In combination, these competencies, or behavioural characteristics, contribute\u00a0to\u00a0superior performance. The main difference between these terms, in practice, is the extent by which they can be used\u00a0to\u00a0assess, recruit or develop people for \u201cadequate\u201d or \u201chigh\u201d performance.<\/p>\n To be effective in a professional role requires the application of technical knowledge, skills and competencies:-<\/p>\n KNOWLEDGE<\/p>\n<\/td>\n SKILLS & EXPERIENCE<\/p>\n<\/td>\n COMPETENCIES<\/strong><\/p>\n<\/td>\n<\/tr>\n \u00a0Being able\u00a0<\/em>to<\/em>\u00a0do it.<\/em><\/p>\n The ability\u00a0to\u00a0perform specific tasks, such as using a spreadsheet or risk analysis. \u00a0<\/em>Being able\u00a0<\/em><\/strong>to<\/em><\/strong>\u00a0do it\u00a0well<\/span><\/em><\/strong>.<\/em><\/p>\n \u00a0The personal characteristics or attributes which have been shownto\u00a0predict superior performance in a job.<\/p>\n Although often manifested in a job-specific way, some characteristics are found\u00a0to\u00a0be common across a wide range of jobs.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
\n\u201can underlying characteristic of an individual that has been shown\u00a0<\/em><\/strong>to<\/em><\/strong>\u00a0cause or predict superior job performance \u2026\u00a0\u00a0it is what superior performers do more often, in more situations,\u00a0\u00a0with better results than average performers.\u201d<\/em><\/strong><\/p>\n
\nMost jobs are more complex than they used\u00a0to\u00a0be.\u00a0\u00a0As the environment within which organisations operate has become more diversified and complex, so jobs have also become more diversified and demanding.\u00a0\u00a0New levels of knowledge and skill are required, as is an increased emphasis on initiative, judgement and working effectively with others. As jobs become more complex, the difference between the contribution of the\u00a0top performers and that of everyone else in key jobs becomes magnified.
\nThis differentiation occurs because, as a job becomes more complex, performance becomes less a result of technical knowledge and skills and more a function of other, less tangible, qualities i.e. competencies<\/strong>.<\/p>\n
\nThere has been some confusion around these terms since they first came in\u00a0to\u00a0common use in management language.
\nIn recent years, (particularly in financial services) the term\u00a0\u201cCompetence<\/strong>\u201d has been used\u00a0to\u00a0define a minimum acceptable standard, whereas \u201cCompetencies<\/strong>\u201d are the behaviours which lead\u00a0to\u00a0superior performance.<\/p>\n\n\n
\n \n \n \n Related\u00a0to\u00a0\u201caverage\u201d, \u201cbasic\u201d or \u201cadequate\u201d performance.
\nUsually focuses on specific knowledge, skills and experience.<\/td>\nBased on research in\u00a0to\u00a0superior performance.
\nIncludes mainly less tangible characteristics:<\/p>\n\n
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\n \n \n \n \n Knowing what\u00a0<\/em>to<\/em>\u00a0do.<\/em>The range of specialist or technical know-how required\u00a0to\u00a0perform a particular job.May be indicated by a vocational qualification.<\/td>\n \n
\nSome skills (e.g. business development) may be best demonstrated through proven experience.<\/td>\n\n