Introduction
In the previous article I mentioned that Labor Competencies are not a new topic and that it dates back many years ago due to the concern in certain countries such as the USA, Canada, Australia and England that observed that their education systems did not satisfy them. altogether. However, this is not the only (aspect of training) in which the competences are applied, so I will continue advancing
In the participation of Mr. Eduardo Martínez, CINTERFOR-ILO Consultant, on Competency-Based Training issues, when he touched on the issue of the relationship between training, productivity and competitiveness at the International Forum: “Towards a Consensus Labor Policy”, held in Lima, between June 11 and 12, 2002.
Martínez said that the “burden of competitiveness depends on technical factors: resources, technology and management at the company level, which determines productive efficiency and, at this level, there is the company's responsibility. "
The Determinants of Work Performance
Evolution
Due to the growing trends in industrialized countries that have established competitive strategies based on productivity, the Secretary's Commission on Achieving New Skills (SCANS) issued a report for 1992 in which it identified five categories. of transversal competences:
SCANS, 1992: Transversal Competences
• Resource management: time, money, materials and distribution, personnel.
• Interpersonal relationships: teamwork, teaching others, customer service, deploying leadership, negotiating and working with diverse people.
• Information management: search and evaluate information, organize and maintain information systems, interpret and communicate, use computers.
• Systemic understanding: understand complex interrelationships, understand systems, monitor and correct performance, improve or design systems.
• Technological domain: select technologies, apply them to the task, maintain and repair equipment.
Conceptual Perspectives
Andrew Gonzci formulated in 1996 the following typing trends:
Key Competences and Typologies: Bunk
Also called critical competencies and in English Core Competencies; referred to those that make it possible to develop a successful performance in different contexts. According to the German G.Bunk we can typify them in:
Technical competence: it is the expert domain of the tasks and contents of the work area, as well as the knowledge and skills necessary for it.
Methodological competence: involves reacting by applying the appropriate procedure to the tasks assigned and the irregularities that arise, finding solutions and transferring experiences to new work situations.
Social competence: collaborate with other people in a communicative and constructive way, show group-oriented behavior and interpersonal understanding.
Participatory competence: participate in the organization of the work environment, both the immediate and the environment, the ability to organize and decide, as well as to accept responsibilities.
Key Competences and Typologies: Mertens
According to Leonard Mertens the types of competitions can be divided into:
Generic competences: they are related to the work behaviors and attitudes typical of different production areas, such as, for example, the capacity for teamwork, negotiation skills, planning, etc.
Basic competences: those that are related to training and that allow entry to work: reading and writing skills, oral communication, calculation, among others.
Specific competences: they are related to the technical aspects directly related to occupation and are not so easily transferable to other labor contexts such as: the operation of specialized machinery, the formulation of infrastructure projects, etc.).
Final Considerations
It is important, therefore, to move towards a sort of catalog of competences; This started with the typologies that we have exposed and that will later help expose the Competency Identification systems.
In addition, it is important to take into account that we must also prepare ourselves in a solid way to face the challenge not only at the company level but at the sectoral level in concert, therefore I will again quote Eduardo Martínez, who mentioned what the “advantages and limitations of a competency management model:
Advantage:
· The Competency Approach better responds to the requirements of the position.
· Makes the labor market more transparent (by using skills certification)
· In companies, personnel management can be more efficient (it is more equitably compensated)
Limitations:
· Competency certification is not applicable in countries where labor relations are based on professional degrees. Few countries have competency certification systems. In Europe, the CEDEFOP Seminar discussed the approach and its application in certification and concluded that it is a very good idea but difficult to implement because certification and education systems require costly updating of programs and standards and certification and education instruments (imagine having to set up test systems to get certified). For now they are tested on the job itself, that is, the cost of certification is assumed by the employer, however in the future the cost must be of the community.
· Competency management can generate conflicts (some cases of complaints between employers and unions are known). Employers argue that wage improvements should be made on certificates and not on productivity. Workers say employers will artificially raise standards so as not to raise wages. ”
