How to use the competency model of employees

Competency model is a key link in the whole human resource management framework, which closely links enterprise strategy with the whole human resource management business to avoid disconnection. As an effective tool of human resource management, competency model is widely used in various modules of human resource management, such as employee recruitment, employee training, employee development and performance evaluation.

1, enterprise strategic decision

1, the enterprise strategy determines the competency model, that is to say, the design of the competency model must be based on the mission, vision and strategic objectives of the enterprise, so as to ensure that the competency of employees is consistent with the core competitiveness of the organization and serve the long-term goals of the enterprise.

2. Derivative capability model

2. The competency model derived from enterprise strategy is used to set the competency indicators in personal performance appraisal indicators, which are combined with business indicators to form a complete performance appraisal indicator. Therefore, enterprise strategy is subdivided into personal ability development goals for personal performance appraisal.

3. For each position

3. The competency model of each position determines the qualification requirements of staffing, which is conducive to the selection and appointment of suitable personnel. In enterprise recruitment, according to the competency model, the potential of candidates to learn and master some key abilities is investigated, so that they can better work hard to achieve the strategic goals of enterprises after entering the company. In the work arrangement, for example, when establishing a working group, people with different abilities can be selected to participate according to the overall ability and quality requirements of the group to balance the team's ability.

4. Clear orientation

4. The competency model provides clear guidance for the development of employees. The company can formulate the development route of employees' skills according to the competency model, and design training courses for employees according to the skills and knowledge required by the personal competency model.

5. Formulate salary and incentive mechanism.

5. When formulating the salary and incentive mechanism, the basic salary level of each position is determined by the ability and quality requirements of each position. Through the continuous evaluation of ability and quality, the basic salary promotion and position promotion opportunities of employees are determined. Edit paragraph 7. Example of competency model

The design of competency model in foreign countries is very mature. At present, many consulting companies also have competency models and quality dictionaries of internationally renowned enterprises, but neither the popular 18 nor the 27 competency database may be suitable for other enterprises. At present, many domestic enterprises are designing competency models with different design processes and structures. Each enterprise needs to combine its own enterprise scale, corporate culture, values, industry characteristics, the overall quality level of employees, internal operations and so on. And use appropriate methods to build a competency model suitable for their own enterprises. Never copy others' practices.

Competency model

For example: the definition and classification of general qualities that are popular at present (choose four explanations):

1. Service spirit

1. Service spirit (CSO): the desire to help or serve customers to meet their requirements, that is, to focus on how to find and meet their needs. Can this person put himself in the customer's shoes and act? In calculation and analysis, it should be remembered that "customers" can be generalized, including end customers and distributors, and can also be internal "customers" or "service objects". 1~4 is mainly to reflect customers, and 5~6 is particularly positive and can guide others. This kind of person:

1) Tracking: Tracking customer requirements, demands and complaints. Let customers know the latest project progress (but don't delve into the deep-seated problems or difficulties of customers).

2) Keep communication: keep communication with customers on mutual expectations and supervise the implementation of customer satisfaction. Provide customers with interesting information and friendly and pleasant help.

3) Be personally responsible: Take a personally responsible attitude, and promptly correct customer service problems and solve problems without protecting yourself.

4) Take action for customers: Take the initiative to serve customers at any time, especially when customers encounter key problems. For example, provide customers with their own home phone number or holiday phone number or other ways to find themselves easily, or stay at customers' places for a long time to solve problems. Take measures beyond the normal range.

5) Point out customers' potential needs: besides those mentioned in the previous article, learn about customers' business and/or seek information for customers' real potential problems, so as to provide convenience for existing products or services.

6) Take a long-term view: Take a long-term view of customer problems, preferring to sacrifice temporary interests and pursue long-term interests. Participate in the process of customer decision-making as a consultant from the long-term interests of customers. Gradually form your own independent views on customers' needs, problems or opportunities and the possibility of application, and push forward the work according to your own views (such as recommending new methods different from customers' requirements).

2. Cultivate talents

2.DEV: On the basis of demand analysis, prepare a long-term plan to train talents with certain ideas or efforts. The key is to cultivate the will and influence of talents, not necessarily the role of a trainer. Does this person have the characteristics of cultivating talents for a long time? (Not just in skill)? When calculating and analyzing, it should be remembered that the potential motivation of cultivating talents must be clear. The low-level part of cultivating talents is often confused with the low-level part of monitoring ability and quality, and the motivation of cultivating talents is the key to distinguish them. This kind of person:

1) Express positive expectations to others: Make positive affirmation to the development trend of others: Believe that others also want to learn or improve their performance.

2) Provide instructions on how to do it: provide detailed instructions and/or demonstrations on how to do it, tell others how to complete the task, and make specific and beneficial suggestions.

3) Explain the reasons and provide help: when giving instructions or demonstrations, explain the reasons or reasons as one of the training strategies, and provide practical support or help simplify the work of subordinates (that is, actively provide other resources, tools, information, expert advice, etc.). Use questions, tests or other methods to confirm that your explanation or guidance has been understood.

4) In order to encourage others to give positive feedback intentionally: in order to cultivate others, give specific positive or positive feedback, comfort others when they are frustrated, give negative feedback with actions instead of words, put forward positive expectations for future performance or give personalized suggestions for improvement. 5) Participate in long-term training or guidance plan: arrange suitable and intentional work, formal training or other activities for the purpose of cultivating talents, so that trainees can get the answers to their own questions and let them know the reasons of the problems, instead of simply telling them the correct answers. This kind of training does not include formal training to meet the company's requirements, but includes training to establish training needs and formulate new plans or teaching materials.

3. Monitoring ability

3. DIR: focus on the long-term interests of the company, properly and effectively use personal rights or personal status, and make others' behaviors conform to their own wishes. Including the content of "let others do something" or the tone of voice. The tone of speech can be harsh, direct, demanding and even threatening. Reasoning or persuading others, etc. It belongs to influencing ability and quality, not monitoring ability. This man has set strict standards of behavior and assigned people to implement them? ) this kind of person:

1) Need to monitor others: need proper monitoring to let others clearly understand their own requirements and goals. Assign daily work to others one by one in order to liberate yourself and achieve more important or longer-term goals.

2) Establish limits: You can resolutely say "no" to unreasonable demands, have your own judgment limits on other people's behaviors, use the environment to limit other people's options, or force others to provide the support you want.

3) Outstanding performance is required: standards are formulated unilaterally, and high-speed lines require performance, quality or support; Stick to your orders or demands by "cut the crap" or "I'm in charge"

4) Maintain visible performance standards: actively (or openly) monitor performance with clear standards (for example, disclose personal goals and sales results, and mark gaps in red).

5) Make everyone responsible for their own performance: constantly measure personal performance by standards, emphasize the consequences, openly confront individuals and directly point out their own problems.

4. Influence

4. IMP refers to persuading, persuading, influencing or forcing others to agree or support the speaker's agenda. Mainly based on the desire to exert concrete influence on others, such as the agenda set by oneself, the desire to leave a concrete impression on others, or a series of actions that others hope to take. (Does this person deliberately adopt influence strategies or tactics? Remember when calculating and analyzing: Level 2 and Level 3 usually refer to impersonal or relatively simple persuasion. In other words, the same reason or viewpoint can be applied to anyone under the same circumstances. Grade 4~6 is a very personalized or special situation, which is often related to the quality of organizational understanding (OA) and/or interpersonal understanding (IU). If there is enough evidence, either score one or both. If a person makes a series of very special efforts for the same purpose (for example, related to a series of plans for a story), then these behaviors should be counted as 5 or 6. Never rate these behaviors individually. This kind of person:

1) state one's intention without taking concrete action: to achieve a specific effect or influence and express one's concern for reputation, status, appearance, etc. , but do not take any specific action.

2) Persuade by single action: use direct persuasion in discussion or demonstration (for example, use reasons, data, personal interests of others; Use concrete examples, visual teaching AIDS, practical demonstrations, etc. ). No obvious changes have been made to adapt to the audience's interests and standards.

3) Take various actions to persuade: Take two or more steps to persuade without making necessary adjustments to the level or interest of the audience. Including the preparation of detailed information required for the speech, or the use of two or more different reasons or viewpoints in the speech or discussion.

4) Fully consider the influence of personal behavior or discourse: adjust the content of speech or discussion to suit the interest and level of a certain audience. Be prepared for the influence of the speaker's behavior or some details on the audience. Or take some carefully planned drama or unusual behavior to achieve a special effect. Expect and be prepared for other people's reactions.

5) Use indirect influence: use the causal chain of indirect influence: "From A to B, then from B to C, and so on." . Or use two steps to influence, each step adapts to different audiences. Use experts or third parties to exert influence.

6) Using complex influence strategies: having a political alliance, establishing "behind-the-scenes" support for a certain point of view, providing or retaining certain information to achieve a certain effect, and using "group strategy skills" to guide or guide a group of people. Edit paragraph 8. The role of competency model