When we talk about competencies in a business setting we are talking about the attributes and abilities necessary for a job, or task, to be completed to a high standard. When it comes to competency management though, there is a little more involved. This article will run you through:
The terms skills and competencies are often seen as being synonymous, which isn’t entirely true as there is a slight difference between the two:
A skill is a person’s granular ability to perform a specific task, whereas a competency is more well-rounded and covers not only someone’s ability but includes their attitude too.
Very simply, if someone is competent at a task they no longer ask as they have:
The good news is that even though there’s a slight difference, there isn’t any harm in using them interchangeably. The main thing is to make sure that every skill/competency in your organization is quantifiable and objective. This way you can easily manage them. You’ll also quickly see the benefits if you place competency management at the heart of your Human Resource Management Policies.
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A business wouldn’t be that effective if every employee at every level held the same skill sets, or were just as competent at the same tasks as one another. Business is not a one shoe fits all scenario. It’s important to stay well informed of all your business and role-specific needs to ensure that your team is always sufficiently skilled. As your business evolves, so must your aptitude in handling it.
Good competency management – or Success Profiles, as it’s sometimes called – needs to be divided not only by role but also by demographic. By doing so will add value to each of your stakeholders:
Even though there are different competencies for different roles, when it comes to managing development there is a four-step routine that can be applied to all stakeholders in an organization.
During the initial planning stage, it is important to identify the goals you want to reach. Once you have a goal in place you can then determine the skills and, importantly, the competencies that will get you there.
This is the research stage, and there are a few ways to collect the data needed for your competency management. Observation and employee surveys are a good starting point if you want to develop competencies within an existing role or team. But for a new role or team, market and business analysis is usually a better option.
Once you have collected all your data you need to log it to create a framework. It is important to the group and divides the data logically, otherwise, when it comes to using it you may find your records difficult to manage.
When you have a clear and organized competency framework, you are ready to get the ball rolling with your plan. It’s best to be transparent and honest when discussing competencies with every involved party. Doing so will ensure that everyone is on the same page every step of the way.
There are loads of benefits to running a strong competency management system. These benefits can be split into three areas: optimized day-to-day operations, cost reduction, and contingency planning.
The easiest way to handle all your competency data is by running a competency management system. A good system will help organizations to manage and develop all skills and competencies at both the individual and organizational levels.
An efficient competency management system can track and identify any skills gaps before they can arise. This ensures that a business stays market-ready, whatever challenges or changes the industry brings.
At the same time, a competency management system, like AG5 Skills Intelligence Software, allows you to create matrices so you can clearly see where and when to implement any training or upskilling activities. These matrices also benefit day-to-day operations as they provide the information needed to juggle task forces when needed.