Regarding one of the questions that my readers send me, on “How could I do to identify the competences of people in a certain position?”, I will relate how the competencies of the positions can be defined and identified, from a behavioral model therefore we will not talk about the model proposed by SENA.
We must start from the premise that the competences are observable, measurable, developable and quantifiable behaviors, therefore, if we want to know what are the competencies that a position must have for the occupant to be successful, then it must be:
1. Determine the positions that are going to be analyzed to identify the competencies.
2. Analyze the performance evaluations of the workers who occupy that position so that, together with the manager in charge, they select a few high-performance people to identify why these successful behaviors are due. In other words, to identify the highest performing people and, therefore, the most competent to identify these personal characteristics of excellence.
3. Choose the instruments that allow identifying the skills of successful workers. Mc Clelland, the father of the Three Motivational Systems Theory (from which competency models emerge), used the Behavioral Events Interview (also known as the Critical Incident Interview - BEI) to identify behaviors that impacted on a person's job success. The competences must be registered according to the BEI methodology and hopefully as the behavioral records applied in psychology teach.
4. From the application of BEI interviews to successful employees, a set of competencies are deduced that must be listed. Subsequently Human Management in the company of the boss, must validate and select those that are the most relevant to perform the position. The key question to make this discrimination is: Which of the competences that are in the list, can not lack a person to perform optimally in office?
5. Once the competencies that a position should have been identified and defined, the competencies methodology should be continued, in which a weight and a quantitative-qualitative assessment are assigned to each of the competencies.
Bibliography:
1. ALLES, Martha. Choose the best. How to interview by competences. 2nd ed. Buenos Aires: Granica, 2003. p 252.
2. Management by competences, the dictionary. Buenos Aires: Granica, 2003. p278.
3. Strategic management of human resources. Buenos Aires: Granica, 2000. p 280.
Article response:
Selection of personnel by competencies
