Definitions according to Merriam-Webster Dictionary<\/strong><\/span><\/p>\n Competent\u00a0\u00a0<\/span> <\/strong><\/p>\n Competence<\/span> <\/strong><\/p>\n In most dictionaries, Competency<\/strong><\/span> is considered a synonym of Competence<\/strong>.<\/span><\/em><\/p>\n Capability<\/span><\/i><\/a><\/p>\n The ability to perform a specific set of actions or achieve a specified set of outcomes. It describes what an organization, functional unit, or team does. In considering whether a team has the capability to do something, we are really looking at whether they know how to do it. Do they understand the process or have the equipment required?<\/i> A competency is an underlying characteristic of an individual, which can be shown to predict Superior or Effective performance in a job; and indicates a way of behaving or thinking, generalizing across situations, and enduring for a reasonably long period of time.<\/p>\n There are five types of characteristics:<\/p>\n Motive, trait, and self-concept competencies predict skill behavior actions, which in turn predict job performance outcomes.<\/p>\n<\/div><\/div> Visible vs. Hidden Characteristics<\/strong><\/span><\/p>\n<\/div><\/div> Here is an example of a competency in a commonly used format:<\/p>\n DIAGNOSTIC INFORMATION GATHERING Definition<\/span>:<\/strong> Identifying the information needed to clarify a situation, seeking that information from appropriate sources, and using skillful questioning to draw out the information, when others are reluctant to disclose it.<\/p>\n Behavioral Indicators<\/strong><\/span> (<\/em>observable, measurable ways to demonstrate the competency):<\/em><\/p>\n Motive, trait, and self-concept competencies predict skill<\/em> behavior actions, which in turn predict job performance outcomes<\/em>, as shown in this MOTIVATION\/TRAIT\u00a0\u27be\u00a0BEHAVIOR\u00a0\u27be\u00a0OUTCOME\u00a0 \u2022\u00a0 causal flow model:<\/p>\n<\/div><\/div> A model is a group of related competencies that together describe superior or effective performance for a particular job or role, in a particular organization.<\/p>\n Workitect\u2019s<\/a> competency modeling<\/a> process starts with superior performers being identified, and then studied, to determine the skills, knowledge and personal characteristics that they possess that enables them to be superior performers. The methods used to collect data for the study, such as behavioral event interviews and expert panels, are designed to get beneath mere opinions about superior performance and superior performers.<\/p>\n Competency Models<\/a> developed by Workitect<\/a> include these sections:<\/p>\n Here are examples of competency models<\/a> developed by Workitect<\/a> in a variety of formats:<\/p>\n<\/div><\/div> Relevant Blogs:<\/strong><\/p>\n<\/div><\/div> Are Job Competency Models Too Complex?<\/a><\/span><\/strong><\/p>\n The Format and Content of Customized Competency Models<\/a><\/span><\/strong><\/p>\n The Power of Customization in Competency Modeling<\/a><\/span><\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div> If you can identify and motivate\/leverage the competencies which predict superior performance, you can<\/p>\n Models we have created for executive, project manager, branch manager, sales, IT, and retailing positions. Scaled ratings are an optional format. Examples of applications developed for selection, performance management<\/a><\/span>, and training. 11 page PDF<\/a><\/span><\/p>\n<\/div>\n Describes competencies, how to develop competency models<\/a> and how to create an integrated human resource system with applications for selection, succession planning, career pathing, performance management<\/a>, and training. Also describes how competency modeling<\/a> can be used as a tool to drive organizational change by determining the competencies that will be required by the organization to reach its strategic plan. 10 page guide.<\/a><\/span><\/p>\n Implications for talent management <\/a>and development, the Iceberg Model, example of a competency (Adaptability) Blog<\/a><\/p>\n\n
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<\/div><\/div><\/div><\/div>Example of a Competency<\/strong><\/span><\/h3>\n
\n<\/strong>(#16 in Workitect<\/a>\u2019s Competency Dictionary<\/a>)<\/em><\/span><\/p>\n\n
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\n\u2013 Links between responsibilities and competencies
\n\u2013 Technical skills and knowledge requirements
\n\u2013 Future Scan \u2013 potential changes affecting the job in the future
\n\u2013 Recommendations on ensuring that incumbents demonstrate each competency, through selection, development, and\/or training<\/li>\n<\/ol>\n<\/div><\/div><\/div><\/div>Examples of Custom Competency Models<\/strong><\/span><\/h4>\n
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Portfolio \u2013 Examples Of Models And Applications<\/span><\/strong><\/a><\/h4>\n
Integrating HR & Talent Management Processes<\/span><\/a><\/h4>\n
What is a Competency?<\/span><\/a><\/h4>\n
Five Types of Competency Characteristics to Predict Future Success.<\/a><\/span><\/h4>\n
The Business Case for Competencies.<\/a><\/span><\/h4>\n