Competencies are clusters of skills, knowledge and behaviors that are required to be successful in a given job in a specific organization. In a way they are like features of a washing machine you are looking to buy – what it can do for you. But, as we are talking about human beings, competencies are more elusive to measure and compare. Competencies are also not set in stone; they can be improved over time through development. Smart companies put effort into defining what competencies they need and want, and push them through their selection process. They develop, assess and promote individuals based on their competencies. Some companies even have competency-based rewards. Organizations with less visibility into competencies are playing a guessing game with their talent.
Core competencies
Often, companies start with defining core competencies. These are qualities they seek in all employees across the board. Examples of core competencies might be collaboration, integrity or customer focus. Core competencies should align closely with the core values of the organization. It is not uncommon that core competencies are almost identical to core values. It is important to translate the core competencies into descriptions that are meaningful in the day-to-day work at any level of the hierarchy. Core competencies are the basis for evaluating culture fit.
Functional competencies
Functional competencies describe what it takes to get a job done in a specific role. A good rule of thumb is that you only want to get to the level of detail that you are willing to manage, track and enforce. Functional competencies describe the technical and functional specialties that are required for good performance in each job role. Functional competencies help determine the qualifications for a job. In some industries, competencies are guided by professional certifications and best practices.
Leadership competencies
Management development is very important for the future leadership pipeline. Most companies have specific competencies defined for their manager role. As the organization grows and the management layers increase, it is often necessary to define distinct competencies for executives, middle managers and frontline managers.
Where to start?
Competencies can be defined in many different ways. You want to use your top performers, your current culture and your future strategy as your guiding light when you start sketching the outlines of your ideal performer. Your tools are interviews, job analysis, focus groups and assessments. When you have the right set of competencies, they will feel right: half-way between where you are today and where you want to be tomorrow.
If you need help with competencies, contact Liisa Pursiheimo-Marcks at 512-484 8263, or liisa@forteconsulting.biz .
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