What comes first -  competenses or competence of your employee? What do exist the model of competense and how to apply them for the achievement of ambitious aims of your company?

In modern business competitive edges get companies the personnel of which works more effective. Clients see work of your employees only. That a personnel corresponded to the image of company, it is necessary effectively to manage employees. It is difficult to manage that it is difficult to estimate, present as an evident chart or diagram in a financial statement. One of secrets of successful companies is permanent attention and management of by a human factor.

From 90th a management tries to decide the problem of providing of effective work of personnel on the basis of the approach ranged on the basis of model of professional competense.

It was marked by the experts of HR of group of companies "Северсталь", that the "concept of efficiency, applied to the results of decision of strategic HR -tasks in companies, today bind to introduction of control system the professional competenses of workers, or control system by the accumulated employees by knowledge and experience" .

Unpopularness of model of competenses and how to deal

Why did not the models of competenses become the popular instrument of management by a personnel? Maybe, it the some bulkyness of models of the competenses, developed in companies inculcating in control system a personnel front-rank technologies, interferes with. How is it possible to overcome this complication and do the models of competenses a comfortable and universal instrument? Coming from that an employee will effectively work at combination of three factors, he must simultaneously:

1. To get along at work.

2. To want to work.

3. Able to put right mutual relations with colleagues and leaders, to accept the corporate culture of company.

A competense is basic description of personality the possessor of which is able to obtain high results in-process. In a model competenses join:

  • knowledge;
  • skills;
  • reasons;
  • personality internalss.

Exactly combination of these all of the tools does the model of competenses such difficult and multidimensional. Is it possible to simplify it? Both knowledge and reasons, and personality internalss focus in professional behavior of man, in professional skills. For example, communication capabilities fully show up in that, as far as a man negotiates effectively, as he influences on people and works in a command. A behavioral competense describes the behavior of people, looked after then, when effectively operating performers show the personal reasons, character and ability traits in the process of decision of tasks conducing to the achievement of necessary results in-process.To judge about a professional competence a specialist follows only on end-point of his labour. It is illegal to judge about a competense not on a result, but on those efforts, which an employee puts for his achievement. To be competent are not only "gentlefolks", how to do, but also "able" to realize these knowledge, labouring for a necessary result, to have corresponding skills. Effectiveness of activity and correlation are important with the "cost" of activity, in general case the question is about efficiency of professional activity.

If an employee builds the professional behavior in accordance with the requirements of company, in most cases he gets the result desired for a company. Behavior of employee in a standard professional situation is folded, after a rare exception, from professional skills. All three making efficiencies of employee (I can, want, show flexibility) focus in professional behavior and skills of employee. If I can and want to conform to the requirements of company, because for me it is meaningful, I show flexibility in order that a company accepted me. My professional behavior corresponds to the corporate standards. For leaders it means one only - there is not sense to estimate measurable and often changing parameters difficult, such as motivation of employee or his personality internalss. It is enough through professional skills to measure such objective parameter, as professional behavior. It is necessary to explain maintenance of necessary level of professional behavior of employees - to encourage those, who behaves in accordance with corporate standards.

The models of competenses were mostly developed for managers and leaders or for a company on the whole. If we talk about the construction of model of competenses on the basis of skills, it turns out that the model of competenses must be worked out for every position in your company.

On the face of it such work seems very difficult and of long duration. If to execute these tasks and look at the system of professional competenses from the point of view of strategic aims of organization, all expenses will appear justified.

Professional competenses and stages of work

Taking into account that all actual professional knowledge are used in skills and make professional behavior of employees, professional competenses must be examined in close connection with the stages of work of employees and their post instructions.

For example, for a manager on sales it is possible to distinguish such competenses, as:

  • preparation;
  • establishment of contact with a client;
  • work with the necessities of client;
  • presentation of product to the company on the basis of the educed necessities;
  • work with objections;
  • completion of contact;
  • a conduct of client;
  • implementation of rules of business process;
  • co-operating with colleagues and guidance.

We examine the construction of models of competenses for every position, present in organizations, as instrument used on all stages of work with a personnel.

A model of professional competenses is the criterion of selection of necessary employees, that substantially saves time and facilities at the selection of personnel.

In the period of educating of personnel the model of professional competenses serves as founding of choice what and how to teach. A model allows easily to form a query to educating.

During attestation of personnel the model of competense serves as the criteria of estimation of personnel. Created on the basis of model of professional competenses : selection, educating and attestation - these criteria do not change on all stages of work with a personnel. They are transparent and clear to the employee and leader.

It is necessary to teach a personnel exactly to the competenses. On the first stage a trainer organizes independent work of participants on the selection of levels to the competense, using the domestic purveyances worked out to beginning of training yet. Further every participant independently or by means of colleagues estimates the real level of the examined competense. Work is conducted on forming of skills necessary for the increase of level of competense of every employee to desired for a company. Then every participant once again estimates the level of competense realizes, what internalss he must perfect for the achievement of necessary level. Educating helps to promote to the participants the personal level of every competense exhaust on training.

It can clearly form the model of professional competenses and apply it on all stages of work with a personnel: at a selection, educating, attestation, motivation, planning of career, exposure of skilled reserve and even at the discharge of employees.

Aims of educating of personnel to the competenses :

1. Participants are explained on educating and achievement of necessary for a company level of every competense.

2. Participants are interested in application and development of the got skills.

3. Leaders have clear presentation, what their employees were taught.

4. Guidance has the opportunity to estimate efficiency of the facilities inlaid in educating of personnel.

5. Leaders know that can be required from employees.

6. Employees understand that they must do for that, that their work was estimated positively.

7. Leaders present clearly, as well as on what criteria to conduct an estimation or attestation of personnel.

8. Employees know, what competenses are needed for a quarry height.

9. During educating the real come to light and potential perspective employees.

10. Unity of criteria is arrived at on all stages of work with a personnel: selection, educating, advancement and estimation (attestations).

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