Significance of competency model

Question 1: competency model the role of competency is the sum of individual abilities and behaviors behind job performance. Every selection work is aimed at one or more abilities, so the effectiveness and efficiency of the selection process will naturally improve. Evaluating and selecting candidates according to their abilities, and finding, developing and arranging suitable evaluation and interview methods for this position will help to make correct employment decisions and recruit the most suitable candidates for vacant positions. Enterprises usually use iceberg model to describe the composition of capabilities. Knowledge and skills belong to the characteristics of surface competence, exposed on the water and easy to find; Social role, self-concept, personality traits and motivation are the deep competency characteristics of ability, attitude and consciousness, which are hidden underwater and difficult to explore and describe. Those hidden and recessive characteristics are often the key factors that determine people's work behavior and performance results. Among them, the "water part" includes basic knowledge and skills, which is an aspect that people pay more attention to in human resource management. They are relatively easy to change and develop, and it is easier to see the results after being recognized. The "underwater part" includes internal drive, self-image, personality, values, etc., which is at the bottom of the iceberg and difficult to evaluate and improve. However, in talent selection, this part of the content has the most predictive value, and it is also the core content of the "underwater iceberg theory", which is worthy of in-depth research and excavation by HR.

Question 2: The role of post competency model plays a fundamental and decisive role in human resource management activities. It provides a strong basis for enterprise's job analysis, personnel recruitment, personnel assessment, personnel training and personnel motivation, and is a new basic point of modern human resource management. Traditional personnel selection generally pays more attention to explicit characteristics such as knowledge and skills, rather than selecting employees according to core motives and characteristics that are difficult to measure. However, if the selected personnel do not have the deep-seated competency characteristics required by the post, changing the deep-seated characteristics of employees is not a problem that can be solved by simple training, which is a big mistake and loss for enterprises. On the contrary, competency-based selection is to help enterprises find employees with core motives and characteristics, which not only avoids the adverse effects caused by personnel selection mistakes, but also reduces the training expenditure of enterprises. In this case, you can choose a headhunting company to complete it. At present, Fiberhome headhunting company provides similar services. Especially for selecting candidates with complex job requirements, such as selecting senior technicians or senior managers, the importance of post competency model in predicting excellent performance far exceeds the skills, intelligence or academic grade scores related to tasks under the condition that the basic conditions of candidates are similar. The establishment of post competency model can help enterprises fully grasp the needs of employees and take targeted employee incentive measures. From the perspective of managers, competency model can provide managers with the basis for managing and motivating employees to work hard; From the perspective of motivating enterprise managers, we can find effective ways and methods to motivate management employees according to the competency model, so as to enhance the overall competitive strength of enterprises.

Question 3: What is the role of leadership theory in the construction of competency model? The human resource management of market employees based on competence is to rationally utilize and effectively develop the competency resources of employees. A company's competency model is a company's talent standard, which affects the company's recruitment, training, career development, performance and even salary and other important personnel decisions, and ultimately affects the performance of enterprises.

From the perspective of managing others, the main task faced by account managers is to manage the team they lead, and to be responsible for the training and development of employees, as well as the communication and coordination with customers, superiors and peers. "Team management" embodies how the account supervisor can effectively manage other people in the team. Team building includes "staff training" and "teamwork". "Communication and coordination" is more about how account executives effectively manage others outside the team, including "interpersonal understanding" and "relationship building".

From the perspective of management tasks, account executives mainly deal with customers when organizing external management tasks, especially after the sales transformation, there is more interaction with customers, and "customer orientation" reflects the external management tasks of account executives. The internal management task of account supervisor is mainly aimed at the performance management of team members, and "plan management" embodies the task management of account supervisor within the team. "Plan management" includes "time management" and "execution ability".

Question 4: The role of competency model analysis in human resource management. The five-point competency model is a job matching problem, which mainly has two aspects: one is the matching of personal ability and job; Second, the matching of personality and position.

In fact, the core part is to establish a model based on the individual level in organizational behavior: ability, values and attitudes, personality, perception, learning ability and other factors.

Question 5: The role of competency model analysis in human resource management. 10 1, clarify the post relationship, clarify the responsibilities, authorities and work basis, and provide effective guidance for the work; 2. Each post should establish specific and clear qualifications to provide a basis for personnel recruitment, deployment, selection and training; 3. Each position has a complete and clear description; 4. Check and evaluate the rationality of post setting; 5. Make each location perform independent functions.

Question 6: What's the difference between ability and competence? Core competitiveness is the basic strength for enterprises to gain competitive advantage, and human resources are the key elements of this basic strength. 1973 Professor David Macland of Harvard University put forward the concept of "competence", which is called "petency" in English, and demonstrated the relationship between individuals and job performance from two aspects of quality and ability. He believes that personal attitude, values, self-image, motivation and characteristics can distinguish people who perform well in a certain job (or organization or culture) from those who perform in general. These remarkable characteristics are later called ability, which is regarded as a lasting quality and characteristic that determines work performance. For example, people with outstanding performance have strong judgment, that is, they can find problems, take actions to solve problems, and set challenging goals. Therefore, the success of an enterprise is considered to depend on the establishment of three cornerstones: first, the ability of the leadership in the organization; The second is the ability of employees in the organization; The third is whether the corporate culture can cultivate and maximize the ability. In a word, the introduction of the concept of competency/capability model provides a set of operational methods for enterprises to build core competitiveness. I. Development of Competency Model At present, enterprises pay more and more attention to the scientific and systematic management of competency and develop their own "personnel competency model base". The usual method to establish competency model is to study excellent employees and find out their characteristics and behaviors different from ordinary employees. In this method, the interviewer conducts behavioral events interviews with two control groups: excellent employees and ordinary employees, so that employees can describe the activities that best represent their work and get details about their behaviors, thoughts, feelings and efficiency. Then, the interview was recorded, transcribed into words and made into data, and the researchers numbered it according to the ability shown in the data. Then, statistical analysis is carried out to determine the frequency and scope of the ability to distinguish excellent employees from ordinary employees, and to establish benchmark ability and distinguishing ability. In the process of building competency, we should learn from the successful factors of excellent enterprises in the same industry, and summarize the key successful factors and core strategic capabilities of the industry around the successful factors, business objectives and required support resources. In this way, enterprises pay close attention to the key success factors of the industry, and make every effort to acquire corresponding capabilities to ensure that they have the core capabilities and advantages to win the competition. The important function of competency model base is that it contains all the outstanding performance characteristics and behaviors of each position in the company. For example, the art of leadership includes a series of competency concepts-foresight, strategic thinking, management change, building organizational loyalty, determining work priorities and so on. The name of ability is only important when it is used as a communication tool to convey concepts and behaviors to employees, and the definition of ability is an important part of publicizing these concepts to employees, making the meaning of ability easier for employees to understand. For example, service-oriented interpretation means predicting, understanding and meeting customer needs. In order to play a further role and be more operable, it is necessary to decompose the ability into smaller units for easy understanding and analysis, and to summarize the behaviors that can improve the ability. The method of decomposing ability into behavior provides employees with a way to improve their own ability and make their career more successful. For example, the key behavior pattern of service-oriented is: take action to solve customer complaints and satisfy them; Seek feedback from customers, understand their needs, and keep abreast of customer satisfaction. The key behavior decomposition of ability makes it possible for employees to improve their ability through behavior changes in their daily work. Finally, taking service-oriented as an example, the structure of competency model is explained. From the existing research on competency characteristics, the basic model composed of six competency characteristics can distinguish outstanding employees in most positions of the company, namely: influence, performance orientation, initiative, team spirit, service orientation and quality concern. Second, human resource management based on competence Human resource management refers to a set of strategic methods for an organization to acquire, motivate, develop and manage human resources ... It can shape a suitable corporate culture and introduce a plan that can reflect and support the core concept of the organization, thus ensuring the success of the organization. Strategic human resource management is mainly based on the development and management of competency model, which runs through all human resource management processes from employee recruitment, entry to education and training, performance management, salary strategy and promotion planning. Therefore, competency model is also used to convey enterprise values and standards to employees, analyze and improve enterprise culture, evaluate and train employees, manage succession planning process, establish the basis of personnel training, and assist salary management procedures ... >>

Question 7: Why should the competency model be combined with human resource management? Competency refers to the deep-seated personal characteristics that distinguish outstanding achievements from average performance in a certain job, and it is the body of various personality characteristics that drive employees to produce excellent performance.

Traditional human resource management is based on job analysis and job evaluation. Focusing on job responsibilities and work values, enterprises can further carry out all aspects of human resource management, including recruitment, training and performance management.

However, through continuous practice, people begin to realize that it is not enough to know the position only, and enterprises need to know the talents deeply. For example, when designing the salary system, if we simply consider the value of the position, then the differences in the quality and ability of the incumbents will not be reflected in the salary. For another example, in the process of recruitment and selection, it is often inaccurate to find candidates simply by job requirements, and it is impossible to find truly outstanding talents.

In the competency-based human resource management system, the focus of work has shifted from how to ensure the implementation of job responsibilities to how to define, evaluate, promote and give play to employees' talents-the most precious intangible assets of enterprises. By defining the requirements of posts and the standards of talents and matching them, we can guide the practice of human resource management in an all-round way and effectively improve the efficiency of human resource matching and management.

On the other hand, the strategic goal determines the future development direction of the enterprise, and one of the keys to determine whether the strategy can be realized is whether the talents of the enterprise meet the requirements of the strategy. This includes whether the superior and subordinate can form a joint force, whether the employee's behavior and goals are consistent with the strategic direction of the enterprise, and whether the employee's work ability meets the strategic requirements. The enterprise reflects the enterprise's behavior requirements for employees through competency model, and guides and urges employees to reach the behavior standards required by the strategy through a series of means such as recruitment, selection, assessment and training based on competency.

In addition, it is of great practical significance to build a competency model based on enterprise core values and centered on enterprise strategic realization, for solving the "software" problems in enterprise development and transformation, such as "how to make employees who are skeptical and resistant to transformation turn to accept and even actively promote strategic transformation" and "how to make people who are used to thinking and working in the old mode accept new thinking modes and take actions that meet the new strategic requirements".

Question 8: How to establish competency model Some companies spend a lot of money asking consulting companies to help them establish competency model, but the application of human resources department only stays in paying salaries and making attendance records, and the established model can't be used in practice at all. Other companies can't unify the evaluation criteria when applying the model to evaluate employees, which leads to a large deviation in the results ... In short, there are countless problems that plague everyone when introducing the competency model into enterprises. Then, can the competency model take root and grow sturdily in enterprises in China? Competency model (also known as quality model/qualification model) is a human resource quality standard formulated according to the needs of enterprises. It clearly defines the behavioral characteristics necessary to produce excellent performance, and helps enterprises to understand the ability and quality level of employees and the key points for improvement. Many western enterprises have begun to try to establish a human resource management system based on competency model and apply it to the whole cycle of talent development to keep the development of talents consistent with the strategic requirements of enterprises. Since the 1990s, competency model has not only changed the selection methods of American diplomats, but also innovated the talent selection models and standards of European and American enterprises. Like some management concepts and tools, as an effective imported product from western countries, it is also sought after by China enterprises. However, the more enterprises introduce competency model, the higher the voice of doubt from enterprises. Not only in the name, but also in the mode structure and content, it can be described as varied in different enterprises. The quality of some models is not high. In addition, there are some problems, such as: the establishment of competency model is expensive, time-consuming and laborious, but it can only be shelved after completion, and I don't know how to use it. So, where is the problem? How to ensure the construction and successful application of competency model? When it comes to establishing competency model, people will naturally think of the method created by Mr. McLelland, that is, to find out different qualities by comparing the sample population with excellent performance and average performance, commonly known as induction. However, the application of this method has strict requirements on the enterprise environment, such as the sample population that needs to meet the statistical requirements and the professional researchers who are proficient in behavioral event interviews, which is also an important reason why the competency model is expensive. Enterprises must follow the following basic procedures when establishing competency model. First, determine performance standards, such as enterprise turnover, profit, management style and employee satisfaction; Find a certain number of managers with excellent performance and managers with average performance from within the enterprise and establish standard samples. Secondly, to conduct large-scale interviews, surveys and collect data and information, methods such as BEI (Behavior Event Interview), questionnaire survey, evaluation center and expert evaluation can be adopted. After the investigation, the professionals coded the interview results and analyzed the questionnaire. Then determine the content of post competency, determine and describe the level of competency, and establish competency model. After the model is established, it should be verified and improved in practice. The competency index in the model is selected after coding the research results. When many enterprises apply this method, the research object is often limited by objective conditions and only a few people. Of course, the results lack accuracy and persuasiveness. Although there is a basic routine to follow in behavioral event interview, how to establish a trust relationship with the interviewee and use skills to guide the interviewee to "explain" and obtain valuable "stories" requires professional training and some practical training to achieve the expected results. Lack of good research, interviews and analysts is also an important reason why many enterprise models are unsuccessful. In fact, there are many methods to establish competency model, such as drawing lessons from the existing competency model base, internal and external expert discussion, evaluation modeling, and behavioral event interviews with outstanding performers. Practice has proved that these methods are effective. Enterprises can choose their own modeling methods according to their own conditions (preferably under the guidance of professionals). The competency model established by these methods is slightly lower in reliability and validity than that established by the empirical modeling method of sample control, but it is often more economical and has sufficient application guiding significance. The empirical modeling method of sample control is a kind of behavioral event interview, which mainly interviews two groups of excellent and ordinary employees, compares and analyzes the interview conclusions, finds out the key behavior characteristics that can lead to the performance difference between the two groups, and then deduces them into the quality characteristics that employees in specific positions must have. The application of this method needs to meet three conditions at the same time: the status of modeling is very important, there is no industry model to learn from, and the enterprise has a sample of comparative behavior events. & gt

Question 9: Try to describe the model of leader's competency and analyze the competency structure required by the position you are engaged in or understand. The construction of competency model is equivalent to the "portrait" inside the enterprise, which refines the ability requirements that each position should have, and is convenient for the later internal talent evaluation and selection and external talent recruitment.

As for what kind of enterprises need to build competency model, there is no strict definition or right or wrong. He Yi suggested that enterprises in the early stage of development should focus on management, and there is no need to spend a lot of time and energy on the construction and management of competency model. For enterprises that have developed to a certain stage or a certain time node (for example, 3-5 years), standardized management can be carried out, and a competency model can be appropriately constructed to promote the business development of enterprises through management. In other words, it is necessary to decide whether to build a competency model according to the situation of the enterprise, and management should adapt to the business development of the enterprise.

Competency model construction is generally to classify similar positions and build the model in order, instead of building a competency model for a position, which generally needs to go through the following steps:

1, the division of sequence is generally divided into management sequence, function sequence, research and development sequence, marketing sequence, production sequence, etc. (Every enterprise is different and needs targeted analysis);

2. Analysis of competency model of each sequence: General management sequence includes general competency and manager competency; The employees in each sequence include general qualities and the quality and ability requirements in this sequence.

3. Determine and define the quality and ability items: generally, determine and define the quality and ability items of each sequence through interviews, data analysis, questionnaires, etc. For example, the ability to solve problems: the ability to find problems in work through professional knowledge and skills and adopt appropriate methods and measures to solve them.

4. summary of behavior points: after determining the quality and ability items, summarize the behavior points of each quality and ability item through BEI interviews, questionnaires, and comparisons between excellent and poor performers (note: the quality and ability behavior points should be fully complementary). For example:

5. Hierarchical description of behavior points: each behavior point is described hierarchically, which is generally divided into three levels. The higher the level, the higher the requirements.

Question 10: How to ensure the successful construction and implementation of competency model (also known as competency model) is a quality standard of human resources formulated according to the needs of enterprises, which clearly defines the behavioral characteristics necessary to produce excellent performance, and helps enterprises to understand the ability and quality level of employees and the key points for improvement. Many western enterprises have begun to try to establish a human resource management system based on competency model and apply it to the whole cycle of talent development to keep the development of talents consistent with the strategic requirements of enterprises.

When establishing a competency model, enterprises must follow the following basic procedures: first, determine performance standards, such as enterprise turnover, profit, management style, employee satisfaction, etc. Find a certain number of managers with excellent performance and managers with average performance from within the enterprise and establish standard samples. Secondly, to conduct large-scale interviews, surveys and collect data and information, methods such as BEI (Behavior Event Interview), questionnaire survey, evaluation center and expert evaluation can be adopted. After the investigation, the professionals coded the interview results and analyzed the questionnaire. Then determine the content of post competency, determine and describe the level of competency, and establish competency model. Finally, after the model is established, it should be verified and improved in practice.

How to ensure the construction and successful implementation of competency model?

Choose a modeling method suitable for enterprises.

There are many methods to establish competency model, such as drawing lessons from the existing competency model base, internal and external experts' discussion, evaluation modeling, and behavioral event interviews for excellent performance. Practice has proved that these methods are effective. Enterprises can choose their own modeling methods according to their own conditions (preferably under the guidance of professionals).

The competency model established by these methods is slightly lower in reliability and validity than that established by the empirical modeling method of sample control, but it is often more economical and has sufficient application guiding significance.

The model must be constantly revised and improved.

After the quality model framework is formed, it needs to be evaluated and further confirmed through practice. On the one hand, through discussion with incumbents and their superiors, it is confirmed whether the quality in the model is the key factor driving incumbents to achieve high performance; On the other hand, the effectiveness of the quality model can be tested by the practical application of the quality model.

After the competency model is built, it is an important guarantee for the reliability and validity of the model to be constantly updated and improved. Setting the updating point of competency model at one year and two years after the completion of the project, and making appropriate adjustments according to the competency evaluation and performance evaluation results of outstanding personnel, the optimization effect is often better than the short-term correction during the model construction.

Choose the right entry point

How to combine the competency model with the existing management system and concept, and realize the model as the core value of talent selection, training and evaluation criteria with appropriate evaluation tools is the key and difficult point in the construction of competency model.

Subject to objective factors such as cost, most enterprises can't realize the complete transformation of human resource management system in a short time. Therefore, only by choosing the breakthrough point and starting with the part whose effect is most easily seen and accepted by the enterprise can all employees of the enterprise quickly see the substantive effect brought by the model, so that everyone can have confidence and motivation to further apply the competency model.

I hope the above answers are helpful to you!