How to establish a job competency model

Job competency refers to the sub-item adjustment of various positions within the company, expanding the company's talent pool of strong candidates, giving full play to the talents of employees, allowing the company's internal human resources to be better utilized, and striving to achieve The strategic goals of the enterprise.

1. The company's strategic development goals

As an HR, if you want to establish a competency model, you must first know what the company's strategic goals are?

What? You said there is no strategic goal? That won’t work either!

The survival and development of any company has a purpose. To put it bluntly, every enterprise is to make money, but the means of making money are different. I remember a saying: Enterprises that do not aim at profit are rogues.

2. Decompose strategic goals into job goals

Assume that the company’s strategic goal is to increase market share from 40% to 60%, then this goal is broken down into various departments, and each department What kind of work should be done to achieve this goal.

Then break down the department goals into job goals. Let’s take the human resources department as an example. Suppose that in order to achieve the market goal, the goal of the human resources department is to complete the talent input of 300 people. Then the recruitment task of the recruitment specialist will be There will be at least 300 people (assuming no one is lost). In order to complete the recruitment task of 300 people, what kind of capabilities should the recruiting manager have?

3. Define the performance standards of the target position

Through a comprehensive performance evaluation of various components of the target position, distinguish the outstanding employees, ordinary employees and poor-performing employees in the target position. Behavioral performance, and then let’s break down the defined performance excellence standards into individual task requirements.

Let’s take general production workers as an example. The standards for excellent employees are: high output, high qualification rate, correct attitude, etc. Based on these traits, we identify them as high performers.

4. Select a sample group for comparison

Generally speaking, 3-6 outstanding employees can be randomly selected from employees in general positions, and 2-4 ordinary employees can be selected as sample group.

5. Collect and organize relevant data and information

At this time, we need to use the methods we mentioned above. Simple methods can be questionnaires or behavioral events. Interview method etc. If these cannot achieve the goal, individual interviews and group discussions can also be used.

When doing these tasks, you must prepare a competency dictionary in advance. The questionnaire factors are designed by yourself, and you can define the options for competency by yourself, but you need to be more straightforward when expressing it, so that it is easier for employees to understand; assuming that the behavioral incident interview method is used, HR should pay attention to guidance during the interview, or can Grasp the key words skillfully. Assuming that you yourself are not clear about the competency represented by this behavioral event, the interview is meaningless.

6. Define the job competency elements

After the data has been sorted, we have roughly figured out the key behaviors and characteristics of each position, and identified and sorted out the competency qualities corresponding to these behaviors. .

7. Divide competency quality levels

It’s strange if you have tolerance. Do you need to have levels of competency quality?

Of course, for example, many positions require communication skills, but each position has different requirements for communication skills. Some positions only require simple communication, while some positions require good communication skills. . For example, general workers only need to be able to communicate well with internal employees, while department managers must communicate well across departments.

8. Establish a competency model

According to the above steps, you can finally establish a competency model for each position.

The competency model can have multiple dimensions. For example, a 6-dimensional model can be established according to the iceberg model. However, there are many 6 dimensions. Sometimes it is difficult to distinguish which dimension this quality belongs to, so my personal suggestion is to establish Three-dimensional model.

Summary: It is very important to establish a dare-to competency model! Job-matched talents often have the same characteristics. They like the job from the bottom of their hearts, they are able to exercise self-discipline and control, they are humble and constantly pursue progress.