The Competency Based Human Resources Management model
is an HR instrument which improves and facilitates the human resources management in the company.
The Competency Model can be the base for development of objective processes in all HR areas: Selection &Recruitment, Performance appraisal & Performance management, Training & Development, Career management, Salary management and Reward management. It can be the frame of the HR functions and the connection between the individual performance of each employee and the business results.
The Model consists of Competency profiles of all existing job positions in the company described in a systematic way. The Competency profiles include the most important personal and technical competencies needed for the efficient execution of the functions under each job position. All competencies are described in behavior corresponding to the company’s expectations and culture.
Stages of creating a Competency Model:
1st stage: Acquaintance with the job description for each job position and observation of the working process. The project team observes in details the functions of the position and works out preliminary profile of the position describing the qualities and competencies that an employee in principle should possess in order to comply successfully with the obligations of the certain position. The personal competences correspond to the necessary personal qualities of the employee, and the technical competencies – to the competencies related with the professional skills of the employee, education, work experience, knowledge in the specific area, qualification, knowledge of the legislation, foreign languages, etc.
2nd stage: Carrying out interviews with employees executing the observed job position. The project team makes interviews with different employees working at the same position. The purpose is to see different points of view and consider different opinions regarding the definition of the personal and technical competencies necessary an employee to possess in order to occupy the position.
3rd stage: Interviewing the line managers with the purpose of specifying the submitted information about the subordinates’ positions.
4th stage: Carrying out an inquiry among the employees in order to receive additional precise information and complement the profiles.
5th stage: Development of the Competency profiles by positions. After collecting of all needed information through observation, interviews and questionnaires, the project team analyzes the information and prepares a Competency profile for each position in the company, taking into consideration also the corporate culture and values. Each competency is described in behavior which can be observed and proved!
6th stage: Testing of the Competency profiles. The profiles are tested in practice. The positions are observed by the project team and the profiles are changed in case of discrepancies.
7th stage: Experimental implementation of the model. The implementation always starts with applying the model in the Selection process. The profiles are tested for 1 to 3 months.
8th stage: Final implementation of the model. After the successful experimental period all other HR activities can be linked step by step to the Competency model, too. The needed competencies can be compared to the existing competencies of each of the employees executing the respective job, and his/her competency gaps can be defined. When this process is brought to a conclusion, a training program can be developed for each single employee. The profiles can be considered also during the annual appraisal of the employees. At the end of the project, the Competency profiles can be linked to the Career development and the Salary and Reward management.
In order to complete this project the project team has to know and use specific HR instruments and to possess specific competencies like certain communication skills, analyzing skills, knowledge in psychology, knowledge of the specific airport operations, etc.
Our practice shows that once the Competency Model is created, all employees and managers are satisfied as all HR activities become transparent, objective and easily observed, controlled and evaluated!
“I am always on the lookout for talent – it’s not easy to find energetic and enthusiastic people with the right attitude. We look for people who can grow into their work, and respond with excitement when we give them greater responsibility. Jobs, after all, can be learned.” Sir Richard Branson, Entrepreneur
If you want to learn more on the topic, you can read the Doctor Thesis of Pepina Miteva in "Development of Cometency Models for Human Resources Management as a Competitive business advantage, based on research and practice in Europe and the Middle East" - see the attachment to this article
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