There are lots of possible applications and purposes of competency models. Regrettably, lots of organizations visit the trouble of developing models, utilize them for one purpose and use them the shelf. Here are a few ways that you are able to make the most of job competency models. Rely on them to:
o Integrate all HR processes utilizing a common framework to pick, train and reward people.
o Assess internal and exterior candidates using assessment exercises, interviewing and instruments.
o Create a model for top performing teams. Select and train team people, and employ for team development.
o Expand hiring and succession pool. Models may challenge assumptions about needed competencies and identify alternative causes of talent
o Retain key employees. Concentrate on the retention of top performers. Employees who see expanded possibilities for growth are more inclined to stay (also impacting morale).
o Redesign jobs. Analysis of the job during model building can reveal ineffective job design plus recommended enhancements from focus groups and expert panels.
o Approve competence levels. Design certification programs to build up and reward competency development.
o Design 360° feedback instruments along with other developmental tools.
o Determine staffing of merged organization. Keep your top performers within the key positions.
o Produce the learning organization. Make use of the models as templates to steer development.
Creating models faster at a lower price cost through technology
Competency technologies have evolved enough where now you can buy software packages to assist construct competency models. These programs contain competency dictionaries, i.e. lists of competencies you can use to evaluate jobs. Some companies have designed their very own customized programs for the similar use. Virtual resource panels could be conducted for panel people from diverse geographical locations. Once we move nearer to computerizing all paper transactions and making greater utilisation of the intranet and internet, this appears to create sense. The greater we are able to use technology to simplify our way of life, the greater.
However, the entire process of developing competency models remains essentially an individual process. It takes interviewing, collecting and analyzing data, observing behavior, skilled facilitation of the focus group (also known as a specialist panel or resource panel) and drafting one document. Judgment, capability to react and adjust to situations, to cope with conflict and resistance and uncover unpredicted possibilities to enhance an organization’s performance increase the advantages of job modeling.
Using automated tools to assistance with the use of competency technology may be beneficial. Employees who are able to access competency models and developmental possibilities via a computer terminal feel more empowered and much more in charge of their future. Just make sure not place the cart prior to the horse. Remember GIGO (garbage in, garbage out)? Develop good models and good systems before computerizing. Concentrate first on functionality and fit, this is not on technical sophistication.