Head of Human Resources Management at the National Research University Higher School of Economics - St. Petersburg, Natalya Vladimirovna Volkova, talks about such an important topic in the field of personnel management as competency management during a period of organizational change.

What is competency management and why is it necessary? Competency management is an approach to personnel management that is focused on determining the personal potential of employees and is aimed at the strategic development of the company; it is relevant when solving such problems as career management, advanced training and development, personel assessment, personnel selection, organizational changes, staff incentives.

In the middle of the last century in the United States, staff were selected based on students' academic performance and intelligence tests, which did not reflect everyone important for successful activities characteristics. To confirm this, Natalya Vladimirovna cites a parable about two clerks:

“The master hired two clerks - Peter and Vasily. And based on the results of their work, he gives them wages: Peter - 1 ruble, and Vasily - 5 rubles. Peter decides to get feedback, to find out why he was paid only a ruble, and the other - 5. Peter is surprised: “How can this be? I am young, I run fast, I perform all actions very well. Why is there such inequality in wages? To which the master says to him: “Do you see that convoy? Find out what kind of convoy this is.” Peter comes running and says: “This convoy is coming from Saratov.” The master asks to find out where the convoy is going. Peter runs away, returns and says that the convoy is going to Ryazan. The master asks to find out what the convoy is carrying. Peter runs away again, returns and reports to the master that the convoy is carrying wheat. The master calls Vasily and asks him to find out what kind of convoy this is. Vasily returns after some time and says: “This convoy is going from Ryazan to Saratov, carrying wheat, which they are going to sell there for 5 rubles. I agreed on 3 rubles. Shall we take the wheat or let it go further?”

“This parable is good because it really reflects that there is knowledge and skills that lie on the surface, and which we can evaluate on a resume, on an education diploma. But there are motives and individual characteristics that do not lie on the surface. These are the behavioral characteristics that show the effectiveness of an employee’s work,” Natalya Vladimirovna emphasizes.

To characterize an employee’s performance and evaluate its effectiveness, a concept such as competencies is used, or a set of characteristics and abilities of a person that allow him to perform actions leading to an effective result (Boyatzis). A set of specific competencies shows the competence of a particular specialist. Competence is the ability required to solve work problems and achieve the required work results (Whiddent & Halliford).

For convenience, the researchers whose definitions are given by Natalya Vladimirovna suggest combining competencies into clusters to cover different areas of business. This is how a competency model emerged, which represents a complete set of competencies and behavioral indicators necessary for an employee to successfully perform his functions, and manifested in appropriate situations and time for a particular organization.

The first thing to start with when analyzing competence is how professional a person is in a particular field of activity (professional competencies). Recently, cross-functional competencies (finance not for financiers, logistics not for logisticians, etc.), which play an important role in the effectiveness of an employee, have also become increasingly relevant.

The second component of the competency model is corporate competencies, or the ability to work in a business environment. They show how willing an employee is to accept the company’s values, attitudes and goals.

The third block of competencies is managerial, applied to positions at all levels of management and ensuring the effectiveness of managers. Managerial competencies are, as a rule, aimed at fulfilling strategic tasks.

Next, a systematic question arises: how can this competency model be implemented in business? “There is an opinion that competency management is very difficult to implement, that this procedure is unrealistic. In fact, there is nothing unreal,” notes Natalya Vladimirovna. The diagram below is proof of this.

This diagram reflects the process of developing and implementing a competency model. On the one hand, these are the stages of implementing competency management, and on the other hand, the model says that it is necessary not only to introduce some action and see what happens, but also to receive feedback.

Next, you need to decide on the strategy for implementing competency management, identify the target group of employees for whom it is necessary to develop competency requirements and outline an implementation strategy. If a company has strategic goals, then it is important to identify two groups of employee competencies necessary to achieve them: 1) competencies necessary to carry out organizational changes and 2) competencies necessary to achieve set goals in the future.

An important stage in the implementation of competency management is to analyze the needs for certain competencies among employees belonging to different groups of positions (top and middle managers, specialists, trainee consultants). Here, in order of importance for each position, competencies such as communication skills, IT skills, focus on customer needs, conflict management, transformational leadership, independence and responsibility can be assessed.

This assessment is carried out by a group of experts who visualize all the information, presenting it as a profile for a specific specialist, such as for the profile of the position “sales specialist”:

Next stage– the actual selection of employees who meet the profile requirements. Here it is necessary to understand the importance of using several methods when assessing competencies, i.e. use a multimethod approach. Among the methods are the following:

Interviews with owners and top management

Analysis of the activities of departments through interviews with heads of key areas

Analysis of the unit’s activities through interviews on critical incidents with employees

Group interview

Analysis of quality reports

Sorting cards of universal competencies

Other HR sources (surveys, personnel assessment results, etc.)

Next, the development of a personnel training program begins, drawing up a competency development map, a lesson plan, selecting the form of training (internal or external) and evaluating what happened in the end. At the same time, it is important to not only evaluate the performance of training participants (pass/fail the exam), but also find out from the employee and the manager how effective the training was.

Personnel training and development is a cyclical process that does not end with the assessment of employee training results. It must be repeated again and again in order to continuously develop the competencies of employees. “Knowledge quickly becomes outdated, lost, if it is not used, it needs to be maintained and constantly worked with,” emphasizes Natalya Vladimirovna.

What competencies should a leader have? A very interesting question that requires an answer in order to understand what constitutes a boss today who can effectively manage a company.

Types of manager competencies:

• General corporate;
• Personal;
• Professional;
• Managerial.

General corporate competencies

General requirements of the company for its employees.

Example:

The manager, like all employees, must use existing skills as well as learn new ones. Moreover, we are talking not only about constant study, but also about using the acquired knowledge in practical work. It is necessary to be able to interact effectively with colleagues, achieving coordinated actions to achieve set goals. It is required to be focused on clients, their needs, and also to be result-oriented, successfully solving the tasks assigned to the company, and constantly achieving those goals that are determined during the operation of the business.

Personal competencies of a manager

1. Innovation, innovation;
2. Development of solutions;
3. Ability to work with information;
4. Achievements of goals;
5. Self-regulation and endurance;
6. Initiative and determination;
7. Sociability and confidence;
8. Attitude towards others;
9. Development orientation;
10. Constructiveness towards yourself.

The personal competencies of a leader are related to the potential inherent in nature. The qualities and competencies of a leader in this case have very strong connections. For example, not all managers are proactive and decisive enough, which negatively affects the management of the company; lack of confidence becomes the reason for the company’s unstable behavior among competitors, etc. However, if desired, all of the above competencies can be developed. The development of personal competencies allows you to become a modern leader capable of ensuring the efficiency of the company.

Professional competencies of a manager

Professional competencies are the requirements of a specific profession + requirements for a leadership position. In this case, the manager’s competence includes:

• Professional knowledge, skills;
• Achievement orientation;
• Organization of activities, control;
• Motivation and development of employees;
• Ability to influence subordinates;
• Ability to organize your own work.

An effective leader must know everything about the direction of the company's activities, and have a complete understanding of it. However, it is important to be able to manage, focusing on achievements. A manager who is able to organize work, monitor the progress of its implementation, and at the same time motivate his subordinates to achieve results, without forgetting about the organization of his activities, is undoubtedly valuable for any company interested in effective leadership.

Managerial competencies of a leader

What are the managerial competencies that are considered managerial? Let's highlight TOP 5:

• Leadership;
• Strategic thinking;
• Technological competencies;
• Organizational skills;
• Own efficiency.

Leadership presupposes the presence of confidence, the ability to quickly make decisions in any situation, and lead the team. Strategic thinking - be able to solve problems outside the box, have a penchant for decomposition and forecasting. The most valuable manager is the one who has a complete understanding of the technological aspects of the company’s activities and has full-scale technical knowledge. In turn, organizational skills presuppose a manager’s ability to form a unified team, which allows him to create a strong framework for the company. Self-efficacy, expressed in the ability to present oneself, the ability to persuade, and accurately express one’s thoughts, is also important.

What competencies are important for a leader? How to develop them?

All of the above competencies must undoubtedly be possessed by a modern leader. The success of management and the achievement of results, expressed in the fact that the company and the business as a whole are constantly developing, reaching new heights, without stopping there, depend on each of them.

Any of the competencies of a company director can be developed. Trainings for managers provide an opportunity to reach a level that allows us to talk about effective leadership. Training participants are trained by specialists who have extensive experience in transferring knowledge that allows them to improve themselves. Classes are based not only on theory. Practicums included in trainings improve learning outcomes and allow you to successfully apply the acquired knowledge in future work.

Speaking about the types of competencies, two important points should be noted:

• 1) species diversity of competencies in the absence of ///^-standards;
• 2) the existence of several classifications, i.e. species diversity. There is no single classification of types of competencies; there are many different classifications for different reasons. It is very difficult to navigate this diversity of species. Many classifications are inconvenient and obscure, which makes their application in practice extremely difficult. But, one way or another, the current situation affects the practice of building a competency model.

In various theoretical and practical materials devoted to the topic of competencies, one can find a wide variety of typologies. In world practice, there are examples of attempts to develop universal typologies and models of competencies that claim to be a world standard. So, for example, a company SHL- a world leader in the field of psychometric assessment and solution development - back in 2004, declared the creation of a universal basic competency structure by a group of consultants led by Professor D. Bartram. The basic structure included 112 components, headed by the so-called Big Eight competencies. It is quite possible that global unification trends will soon lead to the fact that such a world standard will become uniform in //^-practice. But today, D. Bartram’s model does not meet all the specific requirements for corporate competency structures. In addition, competencies are a corporate tool, so it is almost impossible to create a single set of competencies that any company can use, taking into account all the specific requirements for positions.

We will look at types of competencies based on the corporate scale (the extent to which a competency is distributed) and the organizational level (the level of organizational structure at which a competency operates): corporate, professional, and managerial. This classification was chosen as the most optimal for constructing a competency model and using it in various areas of ///^-activity. In addition, it allows you to select technological tools for assessing competencies and, accordingly, make the competency system more accessible for use.

Speaking about the competency model, it is necessary to identify the types of competencies.

1. Corporate (or key) competencies are applicable to any position in the organization. Corporate competencies follow from the organization’s values, which are recorded in corporate documents such as strategy, code of corporate ethics, etc. Developing corporate competencies is part of working with the corporate culture of an organization. The optimal number of corporate competencies is 5-7. This level includes corporate standards of behavior- business and personal qualities that every employee of the organization must have, regardless of their position. Corporate competencies tend to be the most clear, concise and easily identifiable. They contribute to the formation of corporate culture and the implementation of the organization’s strategic goals.

Corporate competence represents the competence of personnel at the level necessary for the organization to realize its main goals: economic, scientific, technical, production, commercial and social (Fig. 2.5).

Rice. 2.5.

The system of corporate competencies (internal requirements for candidates) fully reflects the specifics of each organization, the goals and objectives of its production and management structures, the organizational culture and values ​​of the organization, and other aspects of its organizational behavior.

Competences are usually regulated through the outlined terms of reference and legal activities of the holder of the competence. Perhaps this follows from the charter documents or other internal corporate rules, partly from legal and by-laws, the declarative goals of a particular enterprise, from a qualification directory or job descriptions, regulations, orders, etc.

G. Cannac (France) defines corporate competence as “a rational combination of knowledge and abilities, considered over a short period of time, possessed by employees of a given organization.”

• 2. Managerial (or managerial) competencies are necessary for managers to successfully achieve business goals. They are developed for employees engaged in management activities and who have employees under linear or functional subordination. Management competencies can be similar for managers in different industries and include, for example, strategic vision, business management, working with people, etc. This type of competence is the most localized and complex type. Most often, companies develop multi-level management competencies. At the top level - competencies that all management employees of the organization must have. Next - management competencies corresponding to the management levels of the organization. The last in this hierarchy are specific management competencies that are characteristic of a specific specific management position. Developing management competencies is complex. There is a great danger and temptation to create a model of an ideal supermanager, which is hardly possible to implement in practice. That is why, when developing, it is recommended to include in the list of management competencies an optimal set based on the principle of necessary and sufficient competencies.
• 3. Professional (or technical) competencies are applicable to a specific group of positions. Drawing up professional competencies for all groups of positions in an organization is a very labor-intensive and lengthy process. This type of competence is a set of personal characteristics, as well as knowledge, skills and abilities necessary for effective work in a specific job position. A distinction should be made between the professional competencies of a position and the professional competencies of activities or professional areas. Professional competencies of activities and areas are of a generalized nature. And the professional competencies of the position are limited within the framework of a specific organization.

Professional competence - this is “an integrated characteristic of an employee’s business and personal qualities, reflecting the level of specialized knowledge, skills and experience sufficient to achieve the goal, as well as his creative potential, which makes it possible to set and solve the necessary tasks. In accordance with the nature of the employee’s activity and the characteristics of his work process, the following types of professional competence are distinguished” (Table 2.3).

Types of professional competence

Table 2.3

competence	Includes
Functional (professional, special)	Professional knowledge, skills, education, business reliability, the ability to successfully and accurately carry out one’s official activities and plan one’s further professional development
And intellectual	The ability for analytical thinking, logic, analysis and synthesis, the construction of hypotheses, mastery of methods of personal self-expression and self-development, the ability for scientific justification and creative problem solving
Situational	Adaptive ability to act in accordance with the situation, choosing from a variety of methods of behavior the most effective in given situational production conditions
Social	Communication skills and abilities for conflict-free communication, the ability to cooperate, maintain good relationships with people, provide social and psychological assistance, interact effectively in a team, demonstrate flexibility and the art of influence, exercise informal leadership

Individual competence“characterizes mastery of techniques for self-realization and individual development within the profession, readiness for professional growth, the ability for individual self-preservation, non-susceptibility to professional aging, the ability to rationally organize one’s work without overload of time and effort.”

The types of competence mentioned above mean the maturity of a person in professional activity, professional communication, the formation of the personality of a professional, his individuality. They may not coincide in one person, who may be a good specialist, but not be able to communicate, not be able to carry out the tasks of his development. Accordingly, it can be stated that he has high special competence and lower social or personal competence. Thus, certification of personnel competence is required, which involves assessing and confirming compliance of the specialist’s special, social, personal and individual competence with established norms, requirements and standards. By analogy with the process of skill formation, we can distinguish:

• A) unconscious incompetence- low performance, lack of perception of differences in components or actions. The employee does not know what he does not know, what knowledge and skills he needs;
• b) conscious incompetence- low performance, recognition of shortcomings and weaknesses. The employee realizes what he lacks for successful work;
• V) conscious competence- improved performance, conscious effort to act more effectively. The employee is able to consciously adjust his activities;
• G) unconscious competence- natural, integrated, automatic activity with higher productivity. An employee is able to transfer an action to a new context and modify it taking into account the changing situation. Acquired competencies will not bring the desired effect if their holders are not interested in maximizing the use of these competencies. Thus, employees in relation to their individual competence pursue the following goals:
  • adapting personal qualifications to the requirements of the position (workplace);
  • guarantees of retention of position (job);
  • basics for professional advancement;
  • increasing one's own mobility in the labor market;
  • ensuring high labor income;
  • increasing one's own prestige.

The broadest in scope and highest in organizational level (corporate competencies as a type are inherent in all positions of the organization located at all levels of the organizational structure, including the highest) are corporate competencies. This type includes corporate standards of behavior- business and personal qualities that all employees of the organization must possess, regardless of their positions and responsibilities. In other words, these are the competencies that every employee of this particular organization must have. Corporate competencies tend to be the most clear, concise and easily identifiable; are intended to identify the employee with the corporate values ​​and corporate culture of the organization. They contribute to the formation of corporate culture and the implementation of the organization’s strategic goals. When reading corporate policy documents, corporate codes, and simply hiring advertisements, you can often see phrases like “our employees have an active lifestyle, strive for personal development, are loyal to customers, etc.” In fact, the very corporate competencies we are talking about are “hardwired” into such phrases.

As a real example of corporate competencies, we can cite an excerpt from the company’s Code of Ethics N.

“The company especially values:

• 1) respect the personal rights and interests of our employees, customer requirements and terms of cooperation put forward by our business partners and society;
• 2) impartiality, which involves remuneration in accordance with the results achieved and provides equal rights for professional growth;
• 3) honesty in dealings and in providing any information necessary for our work;
• 4) efficiency as sustainably achieving the best possible results in everything we do;
• 5) courage confront what is unacceptable and take responsibility for the consequences of your decisions;
• 6) care, manifested in efforts to protect people from any harm or threat to their life and health and environmental protection;
• 7) confidence employees, which allows us to delegate authority and responsibility for decisions and how to execute them.”

These paragraphs list the corporate competencies of the organization. This example clearly shows that corporate competencies are often confused in meaning with corporate values ​​in their perception. In addition, their set is almost identical in companies with completely different corporate cultures, values ​​and business styles. When developing corporate competencies, it is necessary to separate the truly necessary competencies from slogans, and also check the competencies for non-conflict with each other (they should not contradict each other).

Corporate competencies have a total distribution, i.e. should be characteristic of every employee of the organization, which means you should know that the larger the list of these competencies, the more difficult it is to ensure that each employee has a complete set. Therefore, it is recommended to make the set of corporate competencies optimal: short, succinct, reflecting only what without which it will be extremely difficult for an employee to work effectively in a given organization.

In addition, we should not forget that competence must be measurable, i.e., when introducing a competence, it is necessary to check it for its ability to be assessed. This is important to remember when developing corporate competencies, since there is often a great temptation to include personal qualities of a social nature, for example, fairness. Measuring the presence of this competence in an employee is very problematic, since the concept of “fair” is largely relative and difficult to identify.

Professional competencies are less broad in scale (do not cover a wide range of positions, but are tied to specific positions, down to the competencies characteristic of any one specific position) and localized. Usually they are localized to specific positions (perhaps to one specific one), but a certain set of professional competencies is inherent in any job position. This type of competence is a set of personal characteristics, as well as knowledge, skills and abilities necessary for effective work in a specific job position. Given that our classification of competencies is limited to a corporate framework, we should not confuse the professional competencies of a position with the professional competencies of activities or professional areas.

Professional competencies of activities and areas are more generalized. And the professional competencies of the position are limited within the framework of a specific organization. For example, there may be the competencies of an employee in the pedagogical field - they are characteristic of all specialists conducting teaching activities, regardless of the organization in which they work, or there may be the professional competencies of a teacher in a specific educational organization. When we talk about professional competencies as a type of competencies, we mean exactly these. Most often, a set of professional competencies in an organization is formalized in the so-called job profile.

Management competencies- the most localized and complex type of competencies. These are the competencies necessary for a manager to perform leadership responsibilities. Most often, companies develop multi-level management competencies. At the top level - competencies that all management employees of the organization must possess. Next - management competencies corresponding to the management levels of the organization. For example, management competencies of top managers, middle managers, etc. The last in this hierarchy are specific management competencies that are characteristic of a specific specific management position. Oddly enough, the development of management competencies is the most difficult - the temptation to create a model of an ideal supermanager is too great, which is unlikely to be implemented in practice. Therefore, it is recommended to include in the list of management competencies an optimal set based on the principle of necessity and sufficiency.

Let's consider some of the opportunities that the competency-based approach provides for organizing effective personnel management.

1. It is necessary to remember the chain “goal - activity” - competence" and apply this model to strategic human resource management. This chain means that larger goals tend to require more complex activities to achieve. More complex activities require higher specialist competence. Acquiring higher competence requires time, often considerable time. After all, even a simple skill is formed in an average of 21 days, and there may be several necessary skills. In addition, the development of personal qualities requires much more time - sometimes it takes years.

Ways to solve this problem may be the following:

• introduce a strategic management system and a strategic personnel management system into the organization. And then, knowing what goals the employee will have in a few years and how he will achieve them, you can plan a long-term program for his training and development;
• consider the employee’s current activities not only as practical, but also as educational. In this case, we can turn to the experience of big-time sports, and we will see that any competitions, except the main ones (World Championships, Olympic Games), are preparatory for larger competitions, i.e. During his training, an athlete trains directly in the conditions in which he will compete in the future and win new achievements. Thus, he forms and develops a set of competencies that he will need. For example, competitions are educational. And the athlete’s task is not only to win them, but also to improve his level of skill. Moreover, the mindset of winning all competitions has long been a thing of the past - it is more profitable to lose at simple competitions, but at the same time study and prepare in order to win the main competitions.

Applying this concept to business, you can say this: “Let my employee make mistakes if they are educational errors and not due to negligence. The damage from these mistakes will be covered many times in the future. After all, when an employee improves his competence, he will begin to bring profit, immeasurably greater than he brings now (even if now he does not make any mistakes).”

2. Talent management can be formulated as follows: if the competence of a talented employee exceeds the competence of his position in at least one of the parameters, then the employee feels dissatisfied, and his competence begins to decline.

Moreover, in order for such an employee to feel happy, it is necessary to place demands on him above his current competence (at least in one of the parameters) for his position. Naturally, there are a number of conditions: the excess must be adequate to the position, the current tasks of the organization and the psychological type of the employee; he must be aware of this discrepancy and work with it, etc. This discrepancy is the zone of its development.

Still, despite all the difficulties, this conclusion opens up a whole range of opportunities for motivating and retaining staff. The most striking (even paradoxical) example: instead of increasing the amount of payments, you can complicate the employee’s professional activity. Of course, you need to know how to complicate it and how much? To answer this question, it is necessary to analyze the competency profile of this employee.

This conclusion resonates with the idea of ​​realizing human potential. The idea is that strategic directions and goals are determined based not only on the decisions of the top officials of the organization, but also on the existing unrealized competencies of personnel (which, again, can be helped by an analysis of employee competencies). If people feel that the organization not only provides their standard of living, but also allows them to be more fully realized, then the phenomenon that has recently been called “personnel involvement” will arise. But employee engagement provides not only a psychological, but also an economic effect. It has already been irrefutably proven that due to low employee engagement, organizations lose huge amounts of money, incomparable in size to the costs of quality personnel management.

The attractiveness of the competency-based approach, in our opinion, lies in a special method for analyzing and assessing the development of personnel competencies, in particular managerial ones, at each level of the hierarchy in the organization, thanks to this, those qualities are determined that determine the good performance of a specific job.

The competency-based approach implies that the main emphasis is not simply on students acquiring knowledge and skills, but on the comprehensive development of the competencies of management personnel.

This can be clearly seen in Fig. 2.6.

Rice. 2.6.

Motivational competencies managerial personnel include goal orientation, initiative, self-confidence, interest in the individual’s work, responsibility, self-control, self-realization, flexibility in work, influencing personnel.

Intellectual competencies management personnel are based on knowledge related to basic principles, as well as information technology, decision-making technologies and the rapid perception of innovations.

Functional competencies management personnel are manifested in the skill set of management personnel (self-awareness, leadership, interpersonal communications, negotiation, decision-making skills, delegation, team building, conflict management, effective use of time).

Interpersonal competencies management personnel contribute to the formation of balanced relationships, interpersonal understanding, loyalty to the company, willingness to help, customer orientation, staff optimism, etc.

Many organizations do not use ready-made developments; they fundamentally go their own way and develop their own competency structures. This can only be justified if the development is carried out by experienced specialists, since for novice developers, which are often HR- managers in the organization, this task is either beyond their capabilities or threatens to create an incorrect and inefficiently functioning competency structure.

• See: Kibanov L.Ya. Fundamentals of personnel management: textbook. M.: INFRA-M, 2009.
• Odegov Yu.G., Rudenko G.G., Babynina L.S. Labor Economics: textbook: in 2 volumes /ed. SOUTH. Odegova. M.: Alfa-press, 2007. T. 1. P. 678.
• Ksenofontova Kh.Z. Competencies of management personnel and the formation of competitive advantages of an enterprise // Man and Labor. 2010.№ 7. pp. 63-65.

Personnel competency management refers to a set of actions aimed at assessing and developing knowledge, skills, degree of effort, behavior patterns, and other necessary characteristics of employees. For the successful functioning of an organization, human resources with a certain level of competence, desires, motivation and aspirations are required. Management decisions in the rotation, hiring, relocation, promotion and development of personnel are aimed at achieving appropriate results.

From the article you will learn:

How the competencies of the organization’s personnel are managed

Personnel competency management assumes that when developing an organizational strategy, the level of competencies necessary for the successful implementation of the plan is determined. The totality of personnel competencies helps to achieve specific results.

Organizational competencies include:

• ability to quickly master the technological process in the production of new products;
• ability to work on innovative technologies;
• the ability to quickly master new technical modifications, when the organization does not have to spend additional material resources on organized advanced training courses.

Personnel competency management involves carrying out work related to the analysis personnel needs of the enterprise, available labor resources, selection of effective forms and methods of influence to meet these resources with production requirements. When determining the needs of the organization, the quantitative and qualitative composition of resources is taken into account, determined depending on the development strategy. Based on the data obtained, hiring, rotation, promotion and development are carried out.

The technology for managing the competencies of the organization's personnel determines the basic requirements of production. Human resources must fully meet these needs; the analysis takes into account:

• knowledge determines the intellectual potential of employees;
• skills are manifested in the ability to carry out assigned work with high quality indicators;
• abilities help to quickly adapt to changing conditions and master new technology;
• the efforts made make it possible to form the core of work ethics;
• behavioral stereotypes that help to perform work efficiently in the presence of certain stimuli.

Competencies in the personnel management system

The required level of competence must be clear to employees. This allows you to strive for given standards. Helps managers carry out high-quality diagnostics taking into account basic requirements. A professionogram is a description of the level of competencies that are required when performing certain job duties.

In the first version of the description of the professionogram, it is taken into account psychological characteristics, determined when analyzing the level of competence as behavioral stereotypes. When describing the second type, more attention is paid to psychophysiological requirements, knowledge, skills and abilities.

The strategy for managing personnel competence involves the development of the required level of knowledge, skills, abilities, abilities that help to perform certain activities.

When selecting and hiring personnel, take into account:

• level of education and qualifications of the employee;
• work experience in the specialty;
• skills and abilities to perform related duties;
• psychological characteristics necessary for rapid adaptation;
• ability to retrain if a change in production or technological process is carried out.

Which competency model in personnel management is the most effective?

The competency model in human resource management corresponds to the standard of behavior, elements and functions that help to carry out successful activities in a specific position. The complete model describes the activities of the organizational and functional structure of the enterprise. The key areas of human resource management are to develop an optimal set of competencies.

It is worth considering that the main role of the developed model is closely related to business strategy. Therefore, the purpose is to help implement strategic goals of the organization.

The main areas of application of the competency model in personnel management:

formation of a corporate culture that is fully consistent with the goals of achieving strategic developments. During management, the necessary values ​​are created, and then the process of developing them in the team is carried out;

assessment of applicants during recruitment. This is the most common area of ​​application of the created model of the required set of knowledge, skills, abilities. Candidates for relevant positions are selected based on criteria based on competency models. Selection programs help determine suitability and gain a clear understanding of personal, professional qualities, and style of behavior manifested in certain situations;

assessing and managing employee performance. Structured information about competency models helps to obtain a comparative assessment of an employee’s performance behavior;

personnel training and development system. The competency model allows you to create a training and development plan. All activities are aimed at creating a team that corresponds to corporate competency models;

formation of a clear remuneration system. The activities of each employee are assessed and equated to a certain model. Based on this, the amount of wages, bonuses, and incentives is determined;

forecasting human resource planning taking into account the quality corresponding to corporate models of the required set of knowledge, skills and abilities.

The effectiveness of the model depends on the quality of the content, but is not a guarantee of improved quality human resource management. However, with the developed model, the organizational performance of the company improves. It becomes easier to manage staff. A well-established system of recruitment, training, and rotation of personnel allows us to count on long-term success.

Assessment of personnel effectiveness based on developed models replaces certification, helps plan careers, and monitor the dynamics of changes in the remuneration system. A relationship is established between the process of personnel development and the growth of salaries and incentive payments. The entire system becomes more transparent and manageable.

The list of necessary knowledge, skills and abilities for each specific position can be simplified or complex. A simplified system is used when recruiting personnel. In the future, as training progresses and professional qualities develop, the competency model becomes more complex. The competency profile is not static, it changes along with business development and organizational changes. Therefore, any profile has an expiration date. Checking relevance before use and updating as necessary is the main job of HR specialists.

Read also:

What work is being done to develop staff competencies?

At the stage of developing personnel competencies, work is carried out to create and implement appropriate models. HR professionals take into account the short-term and strategic goals of the organization. Based on this, a model for effective application in practice is developed for each specific position.

PR activities are aimed at organizing personnel selection taking into account current models. At the selection stage:

assessment of applicants;

a written or oral interview using questions to help clarify all the important points;

the level of education is taken into account;

taking into account the personal and business qualities of the applicant;

assessment of the specialist’s capabilities.

When composing an advertisement for a vacancy, it is necessary to include the requirements for a candidate for the position. A description of key competencies, developed taking into account current models, helps to attract the attention of applicants who have the appropriate knowledge, abilities, skills, level of education, business and personal qualities.

Working with employees who have been working in the organization for a long time is aimed at stimulating and developing competencies. Clear standards and a traceable relationship between the remuneration system and the opportunity for career growth make it possible to direct staff efforts to develop competencies. The desire to improve skills and receive additional education helps to count on a high-quality composition of human resources.

Personnel competency management is based on:

1. implementation of appropriate models for each position;
2. evaluating effectiveness based on developments;
3. increasing the level of qualifications;
4. providing additional training opportunities;
5. increasing interest in labor results;
6. attracting the best specialists to the management system;
7. pursuing a consistent policy in human resource management.

Each organization creates its own competency model and management techniques that help it carry out effective operations, maintain economic stability and follow a course of successful development. Periodic revision of the created system and models is carried out when there are changes in the organizational and technological process.

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What strategies for developing competencies exist, what are the advantages and limitations of each of them, how to improve staff skills in the most effective ways, the site told the portalYulia Sinitsyna, Director of Consulting, Talent Q.

What are competencies?

In 1973, David K. McClelland published an article arguing that traditional aptitude and knowledge testing and educational credentials did not predict success in work and life. He called for looking for “competencies” in a person’s properties, motivation and behavior, which would determine the basic qualities of an individual that predetermine effective human behavior at work. Everyone knows situations when an excellent professional and recognized expert is put in charge of colleagues, but he cannot cope with new tasks. This is exactly the case when, despite having professional knowledge and skills, a person does not have managerial behavior patterns (competencies).

In his book The Competent Manager (1982), Richard Boyatzis defined competence as: “a basic characteristic of a person that may be motivated,

personality trait, skill, aspect of self-image, social role or knowledge..." In other words, competence is the result of the interaction of such employee qualities as:

Capabilities

Personality characteristics

Knowledge and skills

Motivation

We can offer a universal model that contains competencies related to three areas:

Relationship management - reflects how a person interacts with others.

Task management - reflects a person’s approach to organizing activities and solving business problems.

Self-management reflects the characteristics of the emotional-volitional and motivational spheres.

Development of competencies and strategies for their development

Each person is individual. However, there is a certain similarity in the fact that it is not easy for each of us to realize and agree with the need for changes in habitual behavior - our “image of ourselves” is supported and strengthened by habitual ideas.

The company can provide quite valuable methodological information on the development of competence. However, it is important to understand that it is the employee who bears full responsibility for his own development.

When you are going to develop one of the competencies (or some component part of it), it is first of all important to assess how acutely the employee feels the lack of development of this competency for effective work or career development.

The fact is that motivation is the “engine of competence”, without which it is impossible to “go” anywhere. Motivation is practically not developed. The easiest way is to acquire and master new knowledge and skills. Personal characteristics and abilities are also developed, but to a lesser extent.

As a rule, the process of developing competence takes 2 years if it is actively used in work, but you can develop individual components, in particular those related to knowledge and skills (for example, an algorithm for setting goals), in a shorter period.

Developing competence from a minimum level to the required level, much less bringing it to automaticity, is a very difficult task. There are several strategies for developing competencies, each of which has its own advantages and limitations:

Competency development strategies

1. Development of weaknesses

Peculiarities:

Improving the least developed competencies in order to “pull them up” to the level necessary for the effective performance of professional tasks makes it possible to reduce the likelihood of critical errors in work.

Restrictions:

It is not applicable for competencies that are difficult to develop, in which the predominant role is played by such a component as “Motivation”.

2. Compensating for weaknesses through the active use of strengths

Peculiarities:

Competencies developed at a high level are used to compensate for the lack of development of other competencies.

Restrictions:

The tendency to adhere to a familiar style of behavior limits the ability to adapt to changing conditions.

The predominance of behavioral manifestations of any one competency carries risks (described in detail in Appendix No. 1 “Typical risks of excessive concentration on the development of competence” and Appendix No. 2 “Career destructors”).

3. An integrated approach to competency development

Peculiarities:

The combination of actions to “pull up” weaknesses and compensate them with the most developed competencies allows you to achieve the best results due to the balance in improving all competencies.

Thus, a comprehensive strategy is the most effective, since it allows you not only to rely on your strengths, but also to work on the least developed competencies, achieving balance and harmony in development, as well as efficiency in behavior.

FIRST Development Principles

In order for the competency development process to be effective, it is necessary to adhere to the FIRST principle of continuous development:

Focus on priorities(focus on priorities) - define development goals as precisely as possible, choose a specific area for improvement;

Implement something every day(practice regularly) - regularly perform actions that promote development, applying new knowledge and skills in practice, solving more complex problems that go beyond the “comfort zone”;

Reflectonwhathappens(evaluate progress) - constantly monitor the changes occurring in your behavior, analyze your actions and results achieved, the reasons for successes and failures;

Seek feedback and support(look for support and feedback) - use feedback and support in learning from experts, experienced colleagues, listen to their opinions and recommendations;

Transferlearningintonextsteps(set yourself new goals) - continuously improve, constantly set new development goals for yourself, do not stop there.

Competency development methods

Competencies can be developed using several methods. In order for the improvement of competencies to occur most effectively, it is necessary to use development methods from three main categories, each of which involves its own way of mastering models of successful behavior, is characterized by its own advantages, as well as some limitations:

1. Tell (study of theory) - identifying models of successful behavior in the process of independent study of theoretical material (business literature, video courses, searching for materials on the Internet, etc.), as well as during participation in thematic educational programs (trainings, seminars , courses, obtaining a second higher education in another specialty, MBA degrees and other educational programs).

2. Show (learning from the experience of others) - identifying models of successful behavior by observing people in work situations who have a high level of development of these competencies, discussing with them ways and techniques that allow them to achieve high results; as well as improving competencies with the involvement of a coach, mentor, and receiving feedback from experienced people.

3. Do (application in practice) - mastering models of successful behavior through regular application of acquired theoretical knowledge in real activities, both when performing tasks that are part of the employee’s direct responsibilities, and when performing special tasks and projects that are additional to the main responsibilities or not related to professional activities.

Advantages and limitations of using various development methods

1. Tell (study of theory)

1.1. Self-education

(business literature, video courses, Internet, etc.)

Advantages:

Provides an opportunity to obtain the theoretical knowledge necessary for development at a convenient time

Allows you to deeply understand and work through the theoretical material necessary for development.

Regularity of self-education activities is a test of personal motivation

Restrictions:

There is not always enough time to independently study theoretical material.

It is difficult to assess the urgency of self-development due to the lack of feedback from other people.

It is not always clear how this or that technique or approach can be applied in real life.

1.2. Attending trainings, seminars and other educational programs

Advantages:

Allows you to gain basic knowledge and skills on a topic of interest.

Provides the opportunity to consult with teacher trainers who are experts in this field.

Helps to organize the knowledge and skills that you already possess.

Restrictions:

During the training, tasks are used that simulate specific work situations, but do not reflect the full complexity of real problems.

During the training, new skills are not fully consolidated; they need to be practiced in real practical activities.

2.1. Observing the actions of others

Advantages:

The opportunity to obtain information about specific practical techniques that are effective in real business situations (including in your company).

The ability to master models of successful behavior by observing the behavior of people with a high level of competence development, regardless of whether they are employees of the company.

Allows you to consult with experienced colleagues, ask for their opinions and specific recommendations on the best ways to do the job.

Restrictions:

It is not always possible to find people in your environment who are the standard in the area in which you are focused on developing.

More experienced colleagues or other ideal models of behavior may achieve success using methods that are not suitable for you personally, and you will not be able to apply them.

Experienced performers are not always able to talk in detail about the methods and techniques that they use to achieve success, or explain the scheme of actions.

2. Show (learning from the experience of others)

2.2. Receiving feedback, development with the involvement of a mentor, coaching development with the involvement of a mentor, coach

Advantages:

Allows you to find out the opinions of the people with whom you most often interact in your professional activities about your behavior (colleagues, subordinates, supervisor).

The opportunity to discuss and, together with an experienced mentor or coach, develop action plans that correspond to the specifics of your activity.

It involves an individual approach and provides the opportunity for more precise adjustments to your competencies.

Restrictions:

Feedback received from colleagues may not always be objective.

Your inner willingness to hear critical assessments is necessary.

It can be difficult to find employees within the company who will help you develop on a systematic and regular basis,
provide mentoring.

3. Do (Practical Application)

3.1. Development in the workplace

Advantages:

Provides an opportunity to consolidate the knowledge and skills you have acquired through independent study of literature, completing trainings and educational programs, observing the behavior of other people, etc.

Allows you to regularly practice the necessary skills and styles of behavior in familiar work situations.

Provides high involvement in development, because You can notice an increase in work results when you apply new knowledge and skills.

Restrictions:

It will not be effective enough without prior theoretical preparation.

Effective when used in combination with other methods of individual development.

Using insufficiently developed and practiced skills in real work situations can lead to errors and temporarily reduce efficiency.

Your current job responsibilities and tasks may not always allow you to practice new knowledge and skills.

3.2 Special assignments/projects

Advantages:

Provides an opportunity to practice the necessary skills and behavior when there are no suitable conditions for this in your professional activity.

Allows you to practice the necessary skills and behavior in atypical situations.

Restrictions:

Such a project should be necessary and useful to the organization or to you personally.

Special assignments and projects do not allow you to regularly practice skills, because... appear from time to time.