Defining a competency
Once the key behaviours in a job have been identified they become the basis of the criteria to be predicted. This allows the assessment tools subsequently used in the assessment centre to be structured, that is, directly related to the competencies shown to determine effective job performance. Almost always the job holders themselves are central to the process but frequently it may involve peers, subordinates, superiors or even customers. The involvement of senior managers especially can often pay dividends from the point of view of gaining commitment and fostering a sense of ownership, this ties in with the points discussed in module one in relation to ensuring that senior personnel buy in to the project.
Key themes involved in securing the commitment of senior managers during the competency derivation process include:
?-Involvement of managers in the competency framework design.
?-Familiarization with competencies and the behavioural assessment process.
?-Application of the framework to solve pressing business/organizational issues.
?-Review of the competency framework on a regular basis as corporate strategy develops.
The benefits of an organizationally-specific competency model include:
?-The specification of a visible set of agreed standards.
?-It can act as a model for improving all aspects of recruitment and development.
?-It specifies what selectors should be assessing in candidates.
?-It provides the basis for the design of the assessment centre.
?-It removes the subjectivity from assessment and performance evaluation.
?-It facilitates the evaluation of validity, reliability, fairness and cost benefits.
?-It gives a sense of ownership of the compe ...