Difference between revisions of "Competency model"
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== Summary== | == Summary== | ||
| − | Competency model represents a selected aspect of [[Competency|competency]] that is relevant for an organisation. The purpose is to help the organisation to understand and communicate their competency related issues. Thus, competency model can be used as a tool to help an organisation to [[Competency management|manage its competency]]. | + | Competency model represents a selected aspect of [[Competency|competency]] that is relevant for an organisation. The purpose is to help the organisation to understand and communicate their competency related issues, e.g. their competency needs. Thus, competency model can be used as a tool to help an organisation to [[Competency management|manage its competency]]. |
== Description== | == Description== | ||
Revision as of 16:33, 5 August 2014
Contents
Definition
Competency model is A representation used to understand and communicate a selected aspect of competency
Summary
Competency model represents a selected aspect of competency that is relevant for an organisation. The purpose is to help the organisation to understand and communicate their competency related issues, e.g. their competency needs. Thus, competency model can be used as a tool to help an organisation to manage its competency.
Description
Overview
Competency model represents a selected aspect of competency that is relevant for an organisation. The purpose is to help the organisation to understand and communicate their competency related issues. Thus, competency model can be used as a tool to help an organisation to manage its competency.
Benefits of competency model
Competency models can help organizations align their human resource related initiatives to their overall business strategy. By aligning competencies to business strategies, organizations can better recruit and select employees for their organizations. In addition to recruitment and selection, a well sound competency model will help with performance management, succession planning and career development. [1]
Contents of competency model
A competency model identifies the required competencies based on the strategy and objectives of the organisation. Usually both the current needs and possible future changes are included.
Competency model presents the result in a way that helps the organisation to take the required actions. Competency map is one possibility for presenting the competency needs in a graphical form.
Competency models can be created on the level of the whole organisation or on the level of individual roles. Typically, there are competency needs which follow directly from the highest level objectives of the organisation. If these competency needs are requirements for individuals, they are very general. They may also be on the level of organisation (Organizational competency).
The specific role based follow from the lower level objectives.
In addition to helping the organisation to align its competency related actions, a competency models can also be used as tool for individual development. They provide a framework for determining individual developments plans and career planning.
Creating a competency model
Organizational competency mapping is one approach for creating a competency model that is linked to the overall objectives and needs of the organisation.
Competency framework for regulatory bodies
Fig 1 depicts a four-quadrant competency model developed for regulatory bodies. In this case, one general model is developed for the whole regulatory body and it is further refined for specific functions under the regulatory body organization, e.g. technical tasks and legal tasks. This model is discussed in more detail in Ref. [2].
Competency based HR
The competency model and the approach to competency-base HR used by Korea Institute of Nuclear Safety (KINS) is described Ref. [3]. Figure 3 illustrates the model.
References
[1] Wikipedia http://en.wikipedia.org/wiki/Competence_(human_resources)
[2] Training the staff of the regulatory body for nuclear facilities: A competency framework, IAEA-TECDOC-1254, 2001, http://www.iaea.org/ns/tutorials/regcontrol/refs/20trainingstaff.pdf
[3] Choi, Young-Joon,Plans for Competency-Based Human Resources Management in KINS, In International Conference on Human Resource Development for Nuclear Power Programmes: Building and Sustaining Capacity Strategies for Education and Training, Networking and Knowledge Management, IAEA CN‐215, 2014, pp. 59-62.
