Be Able to Demonstrate Acquired Interpersonal and Transferable Skills.

Topics: Skill, Need, Behavior Pages: 7 (2126 words) Published: January 23, 2013
personal and professional development [pic]
What gets measured gets done.
© iStockphoto/galdzer
You're probably familiar with the phrase ‘what gets measured gets done.' Defining and measuring effectiveness – especially the performance of workers – is a critical part of your job as a manager. The question is: How do you define the skills, behaviors, and attitudes that workers need to perform their roles effectively? How do you know they're qualified for the job? In other words, how do you know what to measure? Some people think formal education is a reliable measure. Others believe more in on-the-job training, and years of experience. Still others might argue that personal characteristics hold the key to effective work behavior. All of these are important, but none seems sufficient to describe an ideal set of behaviors and traits needed for any particular role. Nor do they guarantee that individuals will perform to the standards and levels required by the organization. A more complete way of approaching this is to link individual performance to the goals of the business. To do this, many companies use ‘competencies.' These are the integrated knowledge, skills, judgment, and attributes that people need to perform a job effectively. By having a defined set of competencies for each role in your business, it shows workers the kind of behaviors the organization values, and which it requires to help achieve its objectives. Not only can your team members work more effectively and achieve their potential, but there are many business benefits to be had from linking personal performance with corporate goals and values. Defining which competencies are necessary for success in your organization can help you do the following: • Ensure that your people demonstrate sufficient expertise. • Recruit and select new staff more effectively.

• Evaluate performance more effectively.
• Identify skill and competency gaps more efficiently.
• Provide more customized training and professional development. • Plan sufficiently for succession.
• Make change management processes work more efficiently. How can you define the set of practices needed for effective performance? You can do this by adding a competency framework to your talent management program. By collecting and combining competency information, you can create a standardized approach to performance that's clear and accessible to everyone in the company. The framework outlines specifically what people need to do to be effective in their roles, and it clearly establishes how their roles relate to organizational goals and success. This article outlines the steps you need to take to develop a competency framework in your organization. Design Principles of a Competency Framework

A competency framework defines the knowledge, skills, and attributes needed for people within an organization. Each individual role will have its own set of competencies needed to perform the job effectively. To develop this framework, you need to have an in-depth understanding of the roles within your business. To do this, you can take a few different approaches: • Use a pre-set list of common, standard competencies, and then customize it to the specific needs of your organization. • Use outside consultants to develop the framework for you. • Create a general organizational framework, and use it as the basis for other frameworks as needed. Developing a competency framework can take considerable effort. To make sure the framework is actually used as needed, it's important to make it relevant to the people who'll be using it – and so they can take ownership of it. The following three principles are critical when designing a competency framework: 1. Involve the people doing the work – These frameworks should not be developed solely by HR people, who don't always know what each job actually involves. Nor should they be left to managers, who don't always understand exactly what each member of their...
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