Competency Modeling

First, identify key abilities

The key to talent management begins with hiring the right people. However, before an organization searches for these candidates, it must first identify those key abilities needed to achieve the business goals and objectives of the organization. Developing a competency model for your organization that defines these key abilities is the best method for identifying qualified candidates. 

We recommend that organizations adopt competency models that are based on scientific research that has been published in peer-reviewed journals. Using such models ensures that you are utilizing quality definitions and that the competencies demonstrate a high degree of specificity. 

Here are a few tips that will help you evaluate the competency models that are commercially available. 

Leadership is an outcome

For example, Leadership is not a competency. Effective leadership is an outcome. To be an effective leader, one must possess many core competencies including, but not limited to motivating intrinsically, strategic planning, initiation, decisiveness, people reading, public presentation, information integration, and industry knowledge.

Good competency models will contain definitions and behavioral elements that are highly specific and well defined. If a competency model is based on scientific research, the vendor can provide you with the corresponding articles.

You may also find it useful to create a competency model based on your specific organization. Below is a step-by-step process for creating a competency model and utilizing that model within your organization.

1.  Identify the high-impact jobs or positions within your organization.
2.  Determine the outcomes expected as a result of successful performance within this position. These outcomes should be directly linked to the organizational objectives.
3.  Identify the technical and behavior competencies necessary in achieving the desired outcomes.
4.  Assess the candidate using behavioral assessments that have been validated against your competency model.
5.  Create and utilize behaviorally-based interview questions that compliment the behavioral assessments and are mapped directly to the competencies.
6.  Develop learning opportunities to foster growth in the core competencies necessary for success.
7.  Institute performance management and developmental processes around the competency model.
8.  Integrate the competency model within your succession planning strategies to identify and develop candidates for succession into your critical jobs.

Competency modeling is an important step in the development of an effective talent management strategy. It can greatly increase the hiring manager’s success rates in finding and developing the talent needed to keep their organizations competitive.

Chris Wright is the founder, President and CEO of Reliant (www.reliantlive.com). Dr. Wright leads the development of Reliant's Strategic Talent Management products and content.