Competency
Competencies are the observable characteristics of an individual, such as knowledge, skills, experience, behaviour and motivation which to fulfill the targeted and desired performance results on a specific job.
Competency Model
The competency model aims to promote the use of a standard and integrated system in all HR processes such as recruitment, performance management, training and development, and to promote a common language within the organization on the basis of competencies in decision making mechanisms by defining basic, functional and managerial competencies within the organization.
Competency Matrix
The competence matrix is a diagram that shows the competencies and behaviour indicators expected from jobs and positions in different levels, roles and responsibilities within the organization. The competency matrix shows the basic competencies required for a position and the competencies necessary to move to another position.
Basic Competencies: Managing Self
Basic competencies indicating the self managing behaviors that each employee is expected to exhibit as behavioral traits in with the fundamental values, mission and vision of the organization.
Functional Competencies: Managing Work
Competencies that indicating business families, departments, and jobs are including functional behavioral characteristics for each business family and specific work.
Managerial Competencies: Managing Team
It is the characteristics that are expected from managers in the executive, middle and entry management level and the characteristics of the job..
Competency Modelling Project Stages
Job Description, Vision and Mission Analysis
- The strategic objectives of the organization, organizational values, key success factors exhibited by high-performance employees and the functions of the task are examined in the first phase of the competence model.
- The knowledge, skills, motivation and behavioral attitudes required for a specific position to fulfill the job with the desired performance and which competency criterias are going to be chosen for performance evaluation, training and development planning are put on the table, thanks to the competency model.
Defining Set of Competencies
- Within the competence model, “managing self: basic competencies” is the behaviour indicators that involve the expected values and business principles from all employees of company.
- The “managing work: functional or technical competencies” set out for each business family is the behavior indicators that are necessary to fulfill a job with the most efficient and anticipated performance criteria.
- The “managing team: management competencies” are behavioral indicators in the management stages of the model, which are needed not just to achieve effective business outcomes but also effectively direct a team to the objectives.
Defining Behavioral Indicators
- The sub-competency criteria for each competency are determined and the behavior indicators in the sub-competency criteria are generated.
- In this stage, the criterias of exhibited behaviours are defined according to competence levels.
Competency Matrix and Map
- Competency criterias and levels for all positions within the organization are determined within the competency matrix.
- Competency levels are defined on the basis of business families and the behavior indicators are determined for each level.
Benefits of Management By Competencies
- Talent Inventory: Clear determination of company’s talent competency inventory
- Common Language: Creation of a common language specific to the company based on behaviors and business functions
- Potential: Determining the potentials of employees
- High Performance: Enhancing the dedication of high performance workers and supporting high performance
- Job Fit: Recruitment of potential candidates in accordance with targeted performance criterias
Benefits of Management By Competencies
- Job Motivation: Enhancing motivation by creating work and employee suitability
- Observable Behaviors: Defining observable behaviors including knowledge, skills and attitudes
- Life Long Learning: To make continous progress
- Talent and Competency Gap: Measurement of the difference between the competencies of the employees and the competencies required by the position
- Observing Development: Development planning and career planning