Question

What jobs (cash management) would you group together to make a job family in order to develop a competency model? Why would you group these jobs to make a job family?

How would you collect the behavior data required to develop a competency model for this job family?

How could you organize these behaviors into competencies? Why?

How would you validate these competencies?

Answer 1

Competency models general rules for determining capabilities within an entity. It includes guidelines that describe how profiles will be designed for the whole organization - for example, formats for displaying information content capabilities (e.g., behavioral and technical / professional competencies), basic versus specialized. Etc. . )

There are main criteria that competent structures in most organizations must meet:

The competency model must include capabilities that employees must have both now and in the future to ensure that the organization can achieve its vision and enhance its values.
Competency models must support all of their planned programs (for example, recruitment / selection, training and development, performance management, multi-resource feedback, career development and successful management, HR plans); And
All capabilities profiles should be easy to use by all stakeholders.
Some architectural capabilities are possible. Each organization needs to identify the architecture that fits its needs. The following figure depicts a model that is usually used as a basis for capacity development and performance-based management practices. This model, or similar in combination with well-researched and well-constructed vocabulary of competencies, is used by many organizations as a basic framework for the development of competency models.

This model is based on the organization's strategic vision, values ​​and business priorities, and includes the following layers of capabilities:

Core Competencies - Core competencies include the many common / common competencies that every employee must possess in order for the organization to achieve its mandate and vision (i.e. teamwork). These competencies, behaviors describe the core values ​​of the organization and represent those capabilities that are essential to the core mandate of the organization.

Competencies for family work - Competition for family work are those competencies that are common to a team. These often include general job competencies, which are usually required in some work families (for example, partnerships) as well as specific job competencies that apply to specific work families more than others (e.g., project management). They relate to the knowledge or skills needed for certain types of work (for example, accounting for work related to financial management)

Technical / Professional - Technical / vocational skills tend to take on roles or tasks in the family at work and include specific skills and knowledge for effective implementation (for example, ability to use specific programs; in a professional setting) Specialties such as finance, biochemistry, etc.). These abilities may be common to the entire working family, or may be specific to roles, levels of work, or domestic work.

Competency Leadership - These are key competencies for roles in organizations that involve managing, influencing, or influencing the work of others. Some organizations view "leadership" as part of any organization's work, and employees are expected to contribute and propose new or better ways to work, regardless of their level or role. They are in the unit. Leadership in the project management team as well as at the executive and management levels is essential.

In line with the ease of use requirements, organizations typically set limits on the number of important / important competencies that are included in the resume for each job / role within the organization. As a rule, best practice organizations limit the total amount of capabilities included in each profile, between 12 and 15.