Competences a term that resides in human resources and in many companies, but which is not very clear as to its meaning. Although competencies are known "as a personal attribute or skill of a person's behavior, it can be defined as a characteristic of their behavior and under which task-oriented behavior can be classified logically and reliably". (Ansorena Cao 1996; 76).
Another definition of competencies according to the authors Ochoa and Silva (2005; 36), “is the set of knowledge, skills, attitudes and experiences that human resources possess and influence the successful completion of their work, regardless of the hierarchical level that this occupy in the company ”.
That is why if both definitions are observed, we can notice that they are represented in each person in front of us, but the problem is that organizations do not show the outstanding features of their human resources, since they see it as a cost and not as an investment.
Likewise, and taking the quote from the author Levy-Levoyer (2003; 148) "the competencies themselves represent a very important gain for the individual, they also represent it for the company".
We know that when evaluating and selecting this human resource, we attach great importance to degrees or diplomas obtained in relation to previous training, since the term competencies is changing these paradigms and highlighting other aspects to evaluate, such is the case of professional experience. where a number of skills, knowledge, and abilities are acquired, which are not recognized through titles, but such evaluation is important for the human resource to obtain benefits from them as well as the organization to use them.
That is why these observations rest on a great employment crisis that has affected both young graduates and non-graduates, because positions within organizations ask us for essential knowledge, responsibilities, attitudes and skills that are not learned alone. studying you have to live and feel them, to improve ourselves and be more competitive.
A doubt or question that arises and has many organizations, especially Human Talent Management is How and when can we evaluate and develop competencies? These can be developed through three phases:
- Before active life During active life Through active life
And to evaluate them, several models can be used that guide us and serve as patterns, adaptable to any organization, hierarchical level as the case may be.
A not well-known model is the Management model exposed in 2002, by the TEA-Cegos consultancy, located in Barcelona and its Human Resources team.
This model is practical and simple to start the difficult task of evidencing, evaluating and analyzing the competences of human talent.
It is of great interest to emphasize that there are several types of competences such as the technical, generic skills / abilities and the generic skills of attitudes. In the same way there is also a great variety of catalogs of competences exposed by many researchers of the same ones such as: Leonardos Mertens, Elena de Granell, Richard Boyatzis, Ansorena Cao, Woodufre, McClelland, Claude Lévy-Levoyer, Spencer and Spencer, Gerard Bunk, Noam Chomsky, among others.
That is why organizations should manage the level of competencies demanded by their clients, in order to fulfill the mission of the company. Since an organization can make a difference, with continuous improvement that makes it stand out competitively within the labor market, because unlike the products that can be copied, the competencies must be developed and are specific to each organizational culture.
Another aspect to be developed is that when we talk about competencies we have several protagonists: the first is the organization as such, which according to the author Levy-Leboyer are represented in the set of resources and capacities of the company that come to produce commercial results; and the second is the human resource represented by the individual competences that are written through a series of behaviors put into practice in professional activities.
In a few words, Human Talent Management must further expand its approaches to adapt to both the needs of the organization and its human resources, since this 21st century is accompanied by many social, economic, political, and cultural changes that must be taken taken into account when managing to evolve and grow as an essential resource for the development and competitiveness of any company.
«… The rules that govern the world of work are changing. Today we are judged not only by the more or less intelligent we can be or by our training or experience, but also by the way we relate to ourselves or to others… » Daniel Goleman
Bibliography
- GOLEMAN, Daniel. (nineteen ninety five). Emotional Intelligence.LÉVY-LEBOYER, Claude. (2003). Competence Management. Ediciones Gestión 2000. Barcelona- Spain.MALDONADO, Miguel Ángel. (2002). The Competences, A life option. ECOE editions. Bogota-Colombia. EIGHT, Ileana and SILVA, Carla. (2005). Evaluation of Generic Competencies of the Operative Personnel. University of Carabobo. Valencia-Venezuela.
Electronics references
- (On-line). BUSTILLO, Carlos, RUBIO, Joaquín and MAMOLAR, Pilar. (2002). Management Model (On-Line). BUSTILLO, Carlos, RUBIO, Joaquín and MAMOLAR, Pilar. (2002). Senior Management Magazine: Accelerating Success in organizations and Human Resources.
