03 Nov Using Competency Modelling for Organisational Development
Draganidis and Mentzas (2006) said managing competencies in the workforce has been tightly connected to the efforts of an organisation to increase its competitive advantage, innovation, and effectiveness.
Competencies are identified as knowledge, skills, and abilities of employees that are required for effective work performance. Valuing the identification and improvement of competencies of its workforce helps an organisation to strategically align its priorities, enhance performance management, and support work flexibility.
Defining competency models
More and more companies are establishing models for identifying and improving their workforce competencies to drive successful performance in their organisations. These models identify competencies the employees need to develop and to improve their performance. They are also used for skills gap analysis to compare the available and needed competencies of either individual or the organisation.
Competency models are underlying construct frameworks providing a consistent yet clear reference for understanding people’s behaviours at work and their likelihood of succeeding in specific roles and environments.
Organisations define competencies in their framework based on their culture and services being provided. Nevertheless, these models provide a shared language between management and employees on what is expected in a work environment to provide reliable and high-quality performance delivery.
Using competency models in assessing future employees
Training experts Rothwell and Graber said competency models must be measurable to effectively assess the current and future employees’ skill gaps and level of competence. Talent management professionals measure employees’ competencies using psychometric assessments. These tools can effectively evaluate the individual’s characteristics such as customer service potential, leadership ability, cognitive ability, and conscientiousness.
An example of a tool that can be used to assess competencies is Talegent’s PATH Personality assessment. It has a logical and practical approach that provides an overview of behaviours candidates are likely to display in a workplace and how likely they are to succeed in a particular role.
For example, the results of a candidate’s assessment falling under the PATH Personality scales of Compliant, Reliable, and Meticulous may indicate a person’s tendencies for exhibiting Adherence, which is one of the PATH competencies. The Talegent PATH Competency Framework covers a comprehensive range of job-relevant competencies under five general clusters: relating, doing, leading, solving, and being. The model can be applied across all levels and areas of an organisation including training, performance management, and recruitment.
The PATH assessments can be applied to any number of applicants at any level of seniority. These tools can be used for shortlisting potential top performers from a pool of fresh graduates or even those who are vying for leadership positions.
Measuring competencies of potential candidates based on proven competency models or frameworks supports an organisation’s change and development. Employers can use this to identify and further develop what the employee still lacks. This promotes the retention of key skills and ensuring that capabilities and positions of employees’ match.
Learn more about Talegent’s PATH Competency Model by downloading our whitepaper here.