Competency model
From Wikipedia, the free encyclopedia
Competencies are characteristics which drive outstanding performance in a given job, role or function. A competency model refers to a group of competencies required in a particular job and usually number 7 to 9 in total. The number and type of competencies in a model will depend upon the nature and complexity of work along with the culture and values of the organisation in which the work takes place.
Since the early 70’s, leading organisations have been using competencies to help recruit, select and manage their outstanding performers after Dr David McClelland, Harvard Business School Professor of Psychology, found that traditional tests such as academic aptitude and knowledge tests, did not predict success in the job.
More recent research by individuals such as Daniel Goleman in Emotional Intelligence and Rick Boyatzis, in The Competent Manager, have reinforced and emphasised the importance of competencies as essential predictors of outstanding performance.
Also known as competency frameworks.
The Shippmann et al. (2000) article offers a valuable review of the practice of competency modeling. It was commissioned by the Society for Industrial and Organizational Psychology and offers a professional comparison of traditional methods of job analysis with competency modeling.
[edit] References
Shippmann, J. S., Ash, R. A., Battista, M., Carr, L., Eyde, L. D., Hesketh, B., Kehoe, J., Pearlman, K., and Sanchez, J. I. (2000). The practice of competency modeling, Personnel Psychology, 53, 703-740.
