Employee competencies can be integrated into the organization in a number of ways. They can be integrated into hiring practices, performance appraisals as well as succession planning and other methods of employee communication. Competency evaluation tools serve as the means to an end in addressing the subject of Competencies – a means to address not only the technical skills of an occupation but also the more inexplicable behavioral expectations of a job, also referred to as soft skills. But, the truth remains; there is nothing soft about these skills and a definite set of competencies can benefit an organization in better evaluating and measuring the performance of their employee. These competencies ultimately build the organizational culture and contribute to the bottom-line.
The real number of competencies an organization may select to integrated into its competency evaluation tool differs widely from one organization to another. Some examples of competencies most organizations might use would be the likes of problem solving, business acumen, interaction with others, emotional stability, work ethic, to name a few. Notice that they are a blend of both skills such as “Business Acumen” and behaviors such as “Work Ethic” and “Emotional Stability”.
Successful corporations may recruit, hire and further retain promising talent. Once the talent is on the rolls of the company, an effective performance management process structure must be in order to provide employees feedback on their performance and to ensure that the tools and support needed to be high achievers are made available to them. Some competency mapping evaluation tools provide feedback as per predefined competencies and objectives. These methods can include the likes of organizational, job and personal competencies.
Organizational Competencies involve organizations having core competencies i.e. skills possessed internally that make the organization competitive. Corporations may develop these competencies based on the degree of benefit extended and delivered to the customer and the financial strength of the organization. Job competencies include the necessary skills, knowledge and abilities to achieve organizational goals. Skills are required to perform the job function.
Knowledge is what the employee identifies about the job function through prior experience or education. Abilities are defined as what is necessary to perform the job. These three put together are what some companies base their design of evaluation — knowledge, skills and abilities — referred to as KSAs. Personal competencies are our innate talents i.e. what we are born with. We may have a talent for painting but never work as painters. Some examples of personal competencies include good judgment, creativity, or being numbers oriented. Companies may use assessment tools to understand these personal competencies.
Incorporating all the competencies into a single point structure, businesses use competency evaluation tools to comprehend what is going well with performance, identifying the so-called performance gaps from a company standpoint and determining which employee growth plans should be implemented to make corrective and effective change. Job descriptions founded on the above three areas of competency, evidently distinct goals and prospects serve as a foundation for constant enhancement and growth. The benefit in implementing competency evaluation tools is that they consider all the key competencies essential for company growth and success.