The concept of competency model

Competency model is also called quality model. Competency, that is, "quality, qualification and talent", refers to the collection of various personality characteristics that drive employees to produce excellent work performance. It reflects that employees' knowledge, skills, personality and internal drive can be expressed in different ways. Ability is an advantage to judge whether a person is qualified for a certain job, and it is a personal trait that determines and distinguishes performance differences.

Quality (competency) model is a high-end management model of enterprise human resources and an important extension direction of human resources management. The practice and research of human resource management has always been extended in two directions, one is the horizontal extension direction with posts as the starting point and organizational structure as the context, and the other is the extension direction with people who need posts as the starting point to excavate and enhance their competence vertically. Its core purpose is how to promote the best match between posts and people.

The appearance of quality (competency) model is of great significance to enterprise human resource management: on the one hand, it makes up for the soft defects brought by post-centered rigid management, on the other hand, it essentially changes the bottleneck problem of how employees apply to enterprises in human resource management, on the other hand, it focuses on the formation of the required competitiveness of enterprises;

Therefore, the definition of quality (ability) model by Intertek Consulting emphasizes application:

Quality (competency) model is based on the requirement of creating high performance in the future, which can distinguish between good and bad performance and has measurable characteristics of employees' work behavior. Competency method, also known as competency, is a unique way of thinking, working method and operating process of human resource management based on the needs of organizational strategic development and aimed at strengthening competitiveness and improving actual performance. Dr. mcclelland, a famous psychologist and a professor at Harvard University, is an internationally recognized founder of competency-based teaching method.

The application of competence originated in the early 1950s. At that time, the State Council felt that the effect of selecting diplomats based on intelligence factors was not ideal. Many seemingly excellent talents are very disappointing in practical work. In this case, Dr. mcclelland was invited to help the State Council design a personnel selection method that can effectively predict the actual work performance. In the course of the project, Dr. mcclelland applied some key theories and technologies, which laid the foundation of competency method. For example, abandoning the presupposition of talent conditions, starting from first-hand materials, through the comparative analysis of the specific behavior characteristics of excellent diplomats and ordinary diplomats, we can find out the personal conditions that can truly distinguish job performance.

1973, Dr. mcclelland published an article in American Psychologist: Testing Ability, Not Intelligence. In the article, he cited a lot of research results and explained the irrationality of abusing intelligence tests to judge personal abilities. It further shows that some factors that people subjectively think can determine job performance, such as personality, intelligence and values, have not shown the expected effect in reality. Therefore, he emphasized leaving theoretical assumptions and subjective judgments that were proved untenable by practice, returning to reality, starting with first-hand materials, and directly exploring personal conditions and behavioral characteristics that can really affect work performance, making substantial contributions to improving organizational efficiency and promoting personal career success. He refers to the personal conditions and behavioral characteristics that directly affect his work performance as competence. The publication of this article marks the beginning of the ability movement.

In the early 1970s, Dr. mcclelland founded Macbeth Company in Boston, USA, to provide competence application services in human resource management for enterprises, government agencies and other professional organizations. Under his guidance, Macbeth has become an internationally recognized authority on the application of ability methods. With the efforts of all parties, the advantages of competency method in human resource management are gradually recognized by everyone. It is generally accepted and widely used in the world, especially in advanced enterprises. When an enterprise applies the competency-based approach to human resource management, it must first determine what kind of capabilities are needed for a particular type of work. The process of determining competence needs to follow two basic principles. 1) Whether work performance can be distinguished significantly is the only criterion to judge a competent quality. That is to say, in practical work, there must be obvious, objective and measurable differences between employees with excellent performance and employees with average performance. 2) Judging whether a competency can distinguish job performance must be based on objective data. Any subjective judgment, theoretical hypothesis and past experience must be supported by objective data. After determining the competence, the enterprise also needs to establish an evaluation system that can objectively measure the level of individual competence. Similarly, the effectiveness of the evaluation system must also be tested by objective data. The evaluation results must be able to significantly distinguish job performance. And on this basis, design the application of competency in various human resource management.

The application of competency method is a systematic work. It involves all aspects of human resource management. The application results of many famous enterprises show that this method can significantly improve the quality of human resources, enhance the competitiveness of organizations and promote the realization of enterprise development goals.

In the middle and late 20th century, david McLelland, a professor at Harvard University, let people see the new dawn of modern human resource management theory, and provided a brand-new perspective and a more favorable tool for enterprise human resource management practice, that is, the competency analysis method for comprehensively evaluating personnel from explicit characteristics to implicit characteristics. This method can not only meet the requirements of modern human resource management, but also build a competency model of a certain position, clearly explain the competency characteristics and its combination structure that people should have in a certain position, and also become an important scale and basis for evaluating the transformation of personnel's quality from dominant to recessive, thus providing a scientific premise for realizing the rational allocation of human resources.

Post competency refers to the personal characteristic structure that ensures that the post staff can successfully complete the work according to the job requirements of the post. It can be a comprehensive expression of individual characteristics, such as motivation, traits, self-image, attitude or values, knowledge in a certain field, cognitive or behavioral skills, and can significantly distinguish excellent from ordinary performance. Including the following aspects: knowledge-information needed in a professional field (such as professional knowledge of human resource management); Skills-the ability to master and use professional technology (such as English reading and writing ability, computer operation ability); Social role-an individual's cognition and understanding of social norms (if he wants to be a leader in the work team); Self-awareness-the perception and evaluation of one's identity (for example, thinking that one is an authority in a certain field); Trait-a person's characteristic or typical behavior (such as taking risks); Motivation-an inner stable idea or concept that determines explicit behavior (such as wanting to gain power and pursue fame).

There are many individual competency characteristics of employees, but what enterprises need is not necessarily all the competency characteristics of employees. According to the requirements of the post and the organizational environment, the enterprise will define the competency characteristics that can ensure employees to be competent for the post and ensure them to play their greatest potential, and select employees according to this standard. It is necessary to use competency model analysis to extract the competency that can predict employees' work, that is, the best competency of employees.

A. Personal ability: refers to what an individual can do and why;

B. Job requirements: refers to what an individual is expected to do at work;

C. Organizational environment: refers to what individuals can do in organizational management;

The intersection part is the best area for employees' most effective work behavior or potential to play.

Only when an individual's competence is greater than or equal to the intersection of these three circles can an employee be competent for the job. The competency model to be explored in enterprise human resource management is the intersection of individual competency and other two circles, that is, the competency model that can ensure employees to complete their work effectively.

The basic principle of competency model construction is to distinguish the differences between excellent employees and ordinary employees in knowledge, skills, social role, self-cognition, characteristics and motivation. By collecting and analyzing the data, we can scientifically integrate the data, establish the competency model framework of a certain position, and generate the corresponding operable human resource management system. 1. Define performance standards (sales volume, profit, management style, customer satisfaction).

Performance standards are generally determined by job analysis and expert group discussion. That is, using various tools and methods of job analysis, the specific requirements of the job are defined, and the standards for distinguishing excellent employees from ordinary employees are refined. Expert group discussion is an expert group composed of excellent leaders, human resource management and researchers. This paper discusses the tasks, responsibilities and performance standards of this position, as well as the competent behaviors and characteristics that an excellent leader should have, and draws the final conclusion. If objective performance indicators are not easy to obtain or funds are not allowed, a simple method is to adopt "superior nomination". Although subjective, this method of giving work performance standards directly by superior leaders is also a simple and feasible method for excellent leaders. Enterprises should choose the appropriate definition method of performance standards according to their own scale, objectives, resources and other conditions.

2. Select analysis standard samples (general manager, excellent manager)

According to the job requirements, a certain number of employees are randomly selected from the employees with excellent performance and average performance for investigation.

3. Obtain the competency data of standard samples (BEI, questionnaire survey, evaluation center and expert review group).

Behavioral event interview (BEI), expert group, investigation, comprehensive evaluation, expert system database and observation can be used to obtain competency data of standard samples, but generally behavioral event interview is the main method.

Behavioral event interview is an open behavioral retrospective investigation technique, which is similar to the critical event method in performance evaluation. It requires respondents to list the key cases in their management work, including three successful events, three unsuccessful events or three negative events, and ask respondents to describe the cause, process, result, time, relevant personnel, scope and influence of the whole event in detail. At the same time, the interviewees were also asked to describe their thoughts or feelings at that time, such as what caused the interviewees to have similar thoughts and how the interviewees achieved their goals. At the end of the interview, it is best for the interviewee to sum up the reasons for the success or failure of the event itself.

Behavioral event interviews generally use a combination of questionnaires and interviews. The interviewer will have a question outline to grasp the direction and rhythm of the interview. Moreover, the interviewer does not know in advance whether the interviewee belongs to the excellent group or the general group, so as to avoid preconceived mistakes. The interviewer should try his best to let the interviewee describe their successful or unsuccessful work experience, how they did it, their feelings and so on in detail in his own words. Due to the long interview time, it usually takes 1 ~ 3 hours, so the interviewer should use recording equipment to record the content after obtaining the consent of the interviewee, so as to sort out a detailed and unified interview report.

4. Establish competency model (determine competency items, determine grades and describe grades).

Based on the analysis of data information (interview result coding, questionnaire analysis), the competency model is established.

Through the behavior interview report, the competency characteristics are extracted, the content of the behavior event interview report is analyzed, and the frequency of various competency characteristics appearing in the report is recorded. Then compare the frequency of factor indicators and correlation statistical indicators between the excellent group and the ordinary group to find out the similarities and differences between the two groups. The features are classified according to different topics, and the approximate weights of various feature groups are estimated according to the degree of frequency concentration.

5. Verification ability model (BEI, questionnaire survey, evaluation center, expert review group)

To verify the competency model, regression method or other relevant verification methods can be used, and the existing excellent and universal relevant standards or data can be used for testing. The key lies in what kind of performance standards the enterprise chooses to verify.

Take our research on the competency model of sales manager of a large household appliance marketing company as an example. First of all, we select managers from different regions of the company for job analysis, make clear the job content and job requirements of managers, and establish performance appraisal indicators for managers in combination with the actual situation of the company. 45 managers were randomly selected from the existing excellent performance managers and general performance managers in the company to conduct behavioral event interviews. The content of the interview mainly includes three parts: first, the basic information of the interviewee; Secondly, the interviewee listed three successful events and three unsuccessful events; The third is the comprehensive evaluation of the interviewer. In the process of behavioral interview, we also evaluated the management quality and knowledge of managers to verify the effectiveness of the competency model. According to the interview report of managers, the frequency table of managers' competency characteristics is summarized and the model of managers' competency characteristics is constructed. According to the competency model, this paper defines the competency characteristics that a qualified marketing manager should have, and based on this, combined with the current situation of company managers, develops a marketing manager training system. Help managers find their own "shortcomings" and train managers in a targeted manner, which also provides a strong basis for the company's personnel selection and talent recruitment. Confirmation of consulting needs-> strategic and cultural analysis-> organizational capacity diagnosis-> determination of analysis samples-> interview and coding-> model verification.

Senior consultants said among professional managers that enterprises should pay attention to discovering their own advantages rather than overcoming their own disadvantages when selecting and employing people. The core of advantage is personality and talent. A person's ability content is like an iceberg. What we see and measure is a small part above the iceberg, that is, a person's superficial behavior, knowledge, skills or what he should know and know, while most of the potential under the iceberg is subtle, but it is a deep-seated factor that determines our performance results. ◎ When selecting, employing and educating people, the standards are not clear;

◎ only care about whether employees are competent, not whether employees are suitable for work;

◎ The training effect is not obvious. Knowledge, methods and skills have been trained over and over again, but the performance is still not obvious;

◎ There is a misunderstanding of "doing one thing and loving another", which fails to give full play to the advantages of employees;

◎ I don't know what core competencies are needed for the operation of this enterprise;

◎ Some people have good academic qualifications, knowledge and skills, but they can't produce high performance.

◎ Career development space has become a long-standing problem;

◎ Excellent professionals can't see the development prospects and brain drain;

◎ Promote excellent professionals to do management work, resulting in a waste of resources.

Hejun Zhilian's solution:

◎ Clarify core competence and define quality;

◎ Positioning ability level and selecting benchmarking personnel;

◎ Collect data through behavioral event interviews and other methods;

Data analysis;

◎ Design the core competence model of each post category;

◎ Guide enterprises to establish a capability evaluation system;

◎ Guide enterprises to apply competency model to the recruitment process through "four-dimensional dialysis" interview skills;

◎ Counseling enterprises evaluate competency model as the core element of talent selection;

◎ Coaching enterprises to apply competency model to training course design;

◎ Guide enterprises to apply competency model to performance management and evaluate operational competency elements.

◎ Coaching enterprises to integrate quality model into salary system.

Benefits brought to enterprises through our consultation:

◎ Work arrangement: according to the needs of enterprise business development and the ability level of employees, arrange the work of employees flexibly and reasonably, ensure the best match between "people" and "posts", and embody "people-oriented" to the maximum extent.

◎ Staff training: according to the requirements of the core competence model, evaluate the gap between the existing staff's ability and the ideal ability, so as to ensure the targeted design of training courses and improve the staff's ability;

◎ Performance management: learn from employees' abilities in the process of work, provide timely and effective feedback according to employees' performance, and help employees improve their performance;

◎ Salary management: determine the salary level of employees according to their demonstrated ability level, and greatly encourage employees to improve their own ability level.

◎ Career development: guide enterprise personnel to become experts in business fields and realize career development. When constructing the competency model of account manager, in order to clarify the specific tasks of account manager, we conducted an in-depth interview with Bangxun, mainly analyzing the understanding of sales transformation, the tasks and responsibilities of account manager.

When determining the final version of the competency model of account manager, the main basis of Hobang Consulting includes:

(1) The results of two questionnaires: one was aimed at the person in charge of the sub-center, the room manager and the customer supervisor, and more than 330 questionnaires were collected; The other is a questionnaire survey based on coding manual, and the number of valid questionnaires collected this time is small.

(2) The results of two interviews: one interview aimed at the person in charge of the sub-center, the house manager and the customer supervisor, and obtained some specific views on the competence of the customer supervisor; The other is to interview the work tasks, job responsibilities and performance output standards of account executives.

(3) Hebang Consulting analyzes the development strategy, sales transformation, job nature and responsibilities of the card center, and finds the matching competency requirements.

(4), national consulting database, such as industry benchmarking model, industry general model, etc.

Studies that focus on measuring potential motivation emphasize that the motivation and demand for achievement are very important to salespeople. Although the achievement-oriented ranking ranks seventh in the survey. However, judging from the work situation and working environment of the account supervisor, the challenges and pressures faced by this position are very great, and those who perform well are obviously more achievement-oriented. In the process of questionnaire survey and interview, achievement orientation has also been mentioned many times, and everyone thinks it is very important. Therefore, the competency model of account managers includes "achievement orientation", which includes the related contents of "achievement orientation" and "stress management".

Credit card is an industry with high requirements for product innovation and service innovation. Account managers need to quickly master new product-related knowledge and new customer-related knowledge, so they need strong learning ability. Moreover, in interviews and questionnaires, everyone thinks that learning ability is very important. After the sales transformation, account managers should carry out sales innovation and service innovation, so the competency model of account managers includes "learning innovation", which includes "learning ability" and "innovation ability".

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".

On the basis of comprehensive analysis of the above data, the competency model of customer executives is finally divided into three modules: managing self, managing others and managing tasks, including 6 competencies and 27 dimensions (see Table 8-7).

Table 8-7 Customer Supervisor Competency Model Summary Module Competency Dimension Management Self-achievement-oriented self-vision, courage to challenge, bear pressure, pursue excellent learning, innovative will, learning strategies, apply what they have learned, innovative consciousness, managing others' teamwork, cultivating subordinates, effectively motivating, shaping cultural communication, coordinating and effectively expressing, listening attentively, positive feedback, conflict resolution management tasks, customer-oriented service consciousness, demand mining and effective response.

Definition: the ability to quickly understand the intentions of superiors, form goals, integrate resources, formulate concrete and operable action plans, and supervise the implementation of the plans. The behavior of those with excellent dimensions is qualified, and the behavior of those with insufficient performance is result-oriented ● Quickly determine and stop efforts that waste resources or fail to generate value-added, help employees adjust resource arrangement mode and work style, and improve the output-input ratio of employees;

Identify people who get good grades, not just people who invest a lot of time. ● Pay attention to the achievement of employees' goals and always urge employees to invest more resources and energy to achieve the goals;

● Encourage yourself and employees to think about whether all efforts can bring added value. ● I think that investing a lot of time and energy is an excellent performance of work. I am always busy keeping myself in a highly saturated working state, but the work effect is not obvious;

● Simply urging employees to get busy, paying more attention to whether employees have invested a lot of time and energy in their work, and not analyzing the real effect of their time and energy with employees. Planning ● Set the goals and objectives of long-term work, divide it into several processing steps, make a timetable, and assign tasks/personnel;

● Anticipate the problems and obstacles that will appear, measure the performance regularly according to the objectives, or evaluate the progress or achievements in stages. ● Have the habit of making annual, quarterly and monthly work plans;

● Important work or new work should always be planned in advance, and several tasks should be carried out at the same time with overall consideration and reasonable arrangement. ● There is little planning in advance, even if there is planning, it is not thorough; Frequent changes without reasonable explanation discourage colleagues;

● Don't have enough patience to set goals and objectives and find out all kinds of difficulties. Time management ● Effectively distinguish urgent and important matters, analyze time input and output, and effectively set priorities;

● Effectively manage time by effectively recording and uniformly arranging time, effectively grasp time in meetings, and record and track meetings well. ● Know how to cherish your own time and other people's time;

I'm used to setting time limits and goals at work. ● No sense of time, no plan or often not acting according to the plan;

● Arrange the work order according to the urgency of things, and have no time to take care of important things. Execution ability ● During the implementation of the plan, conduct appropriate monitoring and guidance, specifically implement responsibilities, track, feedback and improve the implementation effect of the plan. ● Pay attention to operability, and turn general or even vague intentional goals into concrete and operable schemes. ● Empty talk, no action, and no concrete and practical action plan for work.