MANAGEMENT BY COMPETENCES
Management is not an invariable science. Renew or die, this is the motto of any self-respecting guru who wants to stay on the front lines of today.
INTRODUCTION :
There are two statements that hardly anyone would want to discuss today: 1. That intangible assets constitute the fundamental value of the company and 2. That within those assets (patents, brands, market relations, etc.), the most valuable is the employee. Someone will surely say that this has been heard for a long time. Certainly, but the difference is that today knowledge has gained such value that it is giving a definitive turn to the world economic model.
It is not necessary to remember that we live in a world that is constantly changing, and that yesterday's businesses do not look anything like today's, it will be that today's world is connected or what experts call global economy, technological advances They have also contributed to make all this happen in this way.
Kenichi Ohmae, in his book The Next Global Stage, tells us that data now passes freely from one side of the world to the other, through fiber optic cables or satellite transmitters. Information challenges all kinds of barriers, whether physical or political, and is facilitated by the establishment of platforms that simplify the application of technology to defined tasks.
The companies are definitely not the same and the changes are notorious and this must be optimally subject to what happens in the environment if they want to continue operating, otherwise they are destined to succumb in this turbulent environment. This whole scenario indicates that the pace of change is accelerating and that the business environment is very different from before.
In order to survive in the “future” world, managers, workers, professionals must be very clear about their goals and ideas, that is, they will have to analyze current trends in the most reasonable way, be it social, demographic, technological, in global competition, in service providers, in ethics and in social responsibility.
These winds of change are hitting all parts of the globe and the competition is fiercer than ever and comes from where it was least expected.
Today's client is more knowledgeable and demanding, the changes as I have mentioned are incessant and the world is restructuring, reorganizing, reinventing itself, and these strategic decisions are very direct and are options that determine the direction and success of organizations.
For this, it is necessary to work effectively achieving objectives and proposed goals, and human capital plays a very important factor in all this, since it is the generator of wealth, progress and change, for this reason the management model By competencies it turns out to be an option for those institutions that effectively rely on human resources as a fundamental pillar of development of the new trends that modern society imposes on us, basically to provide better service to internal and external clients.
Organizations develop more and more dynamically, in general companies must carry out their activities in their own environment, but business management is increasingly unified more generally or globally, in a way that has never before been known.
The nineteenth century laid the foundations for building modern corporations: this was the century of entrepreneurs. The 20th century became the century of management. Now, the 21st century has become the century of government, while the entire focus oscillates towards the legitimacy and effectiveness of directors and boards…
STRATEGIC VISION
How to start?
Today's manager must be aware of what is happening and define the environment in which the company develops and plan its future, that is, where it is going, this constitutes a fundamentally merely operational step that will allow it to move forward and work according to new trends.
Consequently, the roles that the manager of the 21st century must consider is the one that he establishes with people, based on a series of activities or a pattern of behavior that human resources must perform, in addition, that the manager is the one who seeks and supplies information so that the proposed objectives and goals are met.
Kourdi says that to establish a strategic direction and set priorities to guide decisions, there are few techniques that are as powerful as thinking the stage. The scenario is perspectives of potential events and their consequences, assuming a context in which managers can make decisions.
It is necessary to commercialize new products and processes that respond quickly to their rivals and are supported by the strategy and technical tools that the manager must apply, and that even go beyond the external environment.
The strategic vision is constituted in the process and development and implementation of plans with which purposes and objectives can be achieved. Many managers talk about paradigm shifts, which are nothing more than implicit assumptions that refer to attitudes and the way we see the world, where innovation must become the challenge in order to operate in global competitiveness, where creation New ideas is the fundamental part, this challenge of competitiveness, of strategy is changing in all advanced countries and regions.
It should not be thought that strategy alone is the main engine that creates differences between companies, the important thing as Porter notes is to configure specific activities and value chains in general.
The strategy is to search for a unique way of competing, which consists of choosing to offer a peculiar type of value, instead of trying to offer the same type of value better.
The manager, in order to be up-to-date with what is happening in this globalized world, must know that the strategy evolves and changes in the same way that the environment is transformed, as well as the objective and subjective conditions in which business activity develops.
According to Helmuth Von Moltke (1866) the strategy is the applied common sense, and consists in seeing all the obvious factors in the correct perspective, then the manager requires knowledge and aptitudes, as well as experience in the use of administrative skills, these Knowledge must be proven in practice, which will surely be extremely useful to you.
Gárciga in his book Strategic formulation, an approach for managers comments that the strategic vision is a continuous process of reflection and search for options for the future, which takes into account the environment characterized by change and uncertainty, and as the company, With its current and potential resources, it can be inserted in the best possible way into it in search of consensus and participation to respond to strategic problems.
Any change project carried out in the company must be based on strategic reflection and prior organization. This is necessary to guarantee the coherence of the project objectives with the defined strategy and the viability of its implementation within the organization. In this way, the results obtained from the project or process of change will support the mission, objectives and strategy of the company that constitute its business model.
Innovation is one of the keys to business success and becomes indispensable in crisis contexts, when it seems that some of the pillars of the economic system are cracking. In this type of situation, companies that are not capable of generating and effectively managing innovation, applying it to products, strategies, ideas and processes, are clearly at a disadvantage compared to those that do, and may end up paying dearly for the consequences. of not having innovated correctly and on time.
Truly effective innovation is a delicate combination of creativity and many hours of research and work, and to bear fruit you need a fertile environment, ready to welcome and grow it, and leaders capable of leading it. Innovating is not an act, but an attitude, so it can and should affect all levels of the business organization, starting with preconceived ideas about innovation.
Directors must share their perception of the future for their company, a perspective that encapsulates their aspirations for the company. Some call this a strategic vision. It reflects what the directory wants to achieve; the direction they want the organization to take; where they want the company to be in the future.
THE EXPERTS
What do the experts think about it?
Many of today's gurus foresee that in the 21st century information and knowledge will be the main creators of «economic value», so the professional skills of workers will be a new key piece of their management.
Until we reach knowledge management based on competency management, we must go through an intermediate stage that we call "performance management".
Gary Becker, North American economist Nobel, studied knowledge societies and in a study he concluded that human capital is the greatest treasure, either for its knowledge, skills, and work habits that modern societies require to improve their productivity based on the use of knowledge.
Within what is the conceptualization of competences, Martín Miranda (2003) comments: In a generic way it is usually understood that labor competence includes the attitudes, knowledge and skills that allow the successful development of an integrated set of functions and tasks in accordance to performance criteria considered suitable in the workplace. (Functionalist approach, the classification of the competences in this school are: generic competences, specific competences and basic competences)
Jim kochansky defines competencies as techniques, abilities, knowledge and characteristics that distinguish an outstanding worker, by his performance, over a normal worker within the same job function or category. (Behavioral approach, the classification of the competencies in this school are: technical competencies of the position, managerial or generic competences, managerial or strategic competences and intra-managerial competencies)
In 1996 Andrew Gonzci stated that competency management constituted a complex structure of attributes necessary for the performance of specific situations. (Holistic approach, the classification of the competences in this school are: technical competence, methodological competence, social competence and participatory competence)
For Spencer & Spencer, many organizations select on the basis of knowledge and skills (hiring Masters in Business Administration from good universities) and assume that new employees possess the fundamental motivation and necessary characteristics, or that these competencies can be infused through good management. Probably the opposite is more economical: organizations should select based on good motivational skills and characteristics and teach the knowledge and skills required for specific positions. As a personnel director says, "You can teach a turkey to climb a tree, but it's easier to hire a squirrel."
For Levy-Leboyer, “the individual competences and key competences of the company are closely related: The competences of the company are constituted above all by the integration and coordination of individual competences, as well as, on another scale, the competences Individuals represent an integration and a disavoir-faire coordination, knowledge and individual qualities. Hence the importance, for the company, of managing well its stock of individual competencies, both current and potential ”.
David McClelland (professor at Harvard University), was one of the first authors to describe and approach the concept of "competencies" and defined it as "the underlying characteristics in a person that are causally related to behaviors and successful action in his professional activity ”.
The management by competences and the evaluation of the performance give another orientation, it causes cognitive dissonance -in the link the theory of Festinger-, so they are seen in the attitude of choosing, of changing. The way in which dissonance reduction occurs can take different paths or forms. A very notable one is a change in attitude or ideas about reality.
THE HUMAN CAPITAL
Where should we apply this tool?
There is a need, first of all, to define what we understand by competitiveness: it is the capacity of an organization, whether public or private, profit or not, to systematically maintain comparative advantages that allow it to reach, sustain and improve a certain position in the socioeconomic environment.
Psychology professor Michael Apter says this about reversion theory: We are not always the same: we are fickle, we develop and change, just like the people we need to guide or influence. We are different people at different times, even in the same circumstances. It is important to understand this in order to successfully work with others and develop emotional relationships.
Personal applications to Deming's principles give us tools that help us develop professionalism about ourselves, this competitiveness is the result of constant improvement in quality and innovation, these can be found in institutional strategies, in the form how companies compete, in the conditions and factors that affect demand and in associated support services. The way to adopt measures to face the challenges of competitiveness are:
- Improve quality Improve customer service Eliminate corruption Provide legal certainty Provide infrastructure and services Innovate technologies Protect the environment
It is for all this that human resources play a leading role in the competitiveness and globalization scheme, since it constitutes the most important and valuable resource in organizations that aim to compete, since the effectiveness of the company depends fundamentally of people's level of performance, since people are the ones with the capacity to generate innovation.
Management by competences is an indispensable strategic tool to face the new challenges that the globalized world imposes on us, this structure includes training, training and experience which are necessary to define the requirements of a job or even more so to identify the capabilities of a worker or professional.
Why use the skills?
The competitions are conceptualized according to three schools:
- The one of the functionalist approach, conceives them as the ability to execute tasks, the one of the behavioral approach concentrates them on personal attributes, the one of the holistic approach, which integrates the two previous schools.
The competences are constituted in instructions that allow us to trace with more precision the path that a person will have to travel to reach the goals that the company sets, on the other hand, hence the need for the human resource to have knowledge, attitudes and motivations that They allow a person to act in favor of the proposed goals and objectives and thus achieve the expected results.
Ernsr & Young, they define competence management as a comprehensive management process, where processes, technology and people intersect.
Learning should be understood as organizational learning, learning for the entire workforce and learning in work groups in addition to the individual effort that will have to be made. For this learning to be successful it needs a planned educational process due to the large amount of knowledge available and also the ability to be apprehended by people.
It should be remembered that competencies are the operational element that links the personal and team capacity to add value, with work processes, with what this means is that this tool contributes to achieving the objectives of the company, based on in the understanding that the entire company is made up of people who will give the organization their entire contingent so that it marks its differences compared to other companies.
CAPABILITIES
It essentially constitutes the potential that an individual has to perform a variety of tasks, among which stand out: creativity, verbal aptitude, depth perception and inductive reasoning.
PERSONALITY TRAITS
These are tendencies typical of human behavior, of which the following stand out: emotional stability, socialization, persistence, tolerance, patience.
REASONS
Instead, these are the underlying needs that drive and guide behavior towards the achievement of goals, among which we can mention: aspirations, the search for power, affection and commitment.
ATTITUDES
Employees must be trained in the skills they need, and reward systems must stimulate people to take on and practice new skills.
Basically they are the learned predispositions of a rational and emotional nature towards something or someone, among which they stand out: attitudes towards work, family, friends, organization.
VALUES
They are of a particular type, they are beliefs that are attributed to people's moral judgments, which particularly have to do with situations and events that guide ethical conduct, among which we can mention: fidelity, honesty, responsibility, loyalty, respect, Furthermore, these are cross-cutting competencies and therefore are not part of the profiles. (See: annex 2)
The Pareto principle is often presented as the 80-20 rule. Eighty percent of problems come from twenty percent of our situations.
This competency management tool aims to align the performance and development of people with the strategic objectives of the business, in addition, it defines the successful behaviors required for each position in the company, be it public or private, determines the gap between the current and required performance according to the strategic definitions of the company.
According to Ernsr & Young consultants, competences are the underlying characteristics of the person, which are related to a correct performance in their job and can be based on motivation, character traits, the self-concept, attitudes or values, in a variety of cognitive or behavioral knowledge or abilities.
We know that management by competences is part of strategic planning and is related to BSC in what refers to the perspective of learning and growth, since there is a need to rely on management or performance indicators, since it is required have evidence that the activities carried out in favor of the company's objectives.
The components of the competitions are:
- KNOW HOW TO ACT: where technical preparation, formal studies, knowledge, and cognitive application are also required. WANT TO ACT: where motivation, perception, self-esteem, effectiveness and confidence stand out. POWER TO ACT: that is nothing less than external conditions and the means and resources. (SEE: APPENDIX 3)
The characteristics of the competitions are:
- MOTIVATIONS: This is what a person thinks or wants or what impels him to action. PERSONALITY TRAITS: They are physical characteristics and responses given in certain situations or when we provide information of any kind. same.Knowledge: It is the information that a person has on a specific topic. SKILLS: They are a set of facilities that a person has to develop a mental or physical task.
Ernsr & Young, comment that one can speak of two types of competitions:
- Differentiating competencies distinguish a worker with superior performance from a worker with medium performance. Threshold or essential competencies are those necessary to achieve an average or minimally adequate performance.
According to the document on labor competencies in the Public Administration of the Republic of Argentina, there is a need to add to these competencies others that are necessary in public institutions, which are listed below:
- Institutional competences, these allow the company to carry out the most relevant processes and that differ from others, all members must possess these competencies. They are common to all the members of the area. Distinctive competencies to the position are the attributes that the worker has in the operation technologies of the position.
Why define competencies in the public sector?
There are several reasons why competencies should be defined, including the following:
- The behaviors that produce required results are identified, individually or in groups. Basically, because the characteristics are translated into the strategic objectives. The tool allows the alignment of performance orientation to human capital or human resources. Work properly establishing goals, measurable objectives., results are obtained which allow us to achieve levels of competitiveness, through the performance of others. Customer orientation implies the desire to help or serve others satisfying their needs. Flexibility is the way to adapt to various situations, accepting the changes that occur in the company and the responsibilities of the position. Commitment to the company, its priorities, its goals and the mission of the organization.In the case of public administration as a service provider, there is a need to work under comprehensive standards of conduct and with professional ethics.
It is important that the public sector changes the traditional way of proceeding with internal and external clients in the application of standards that currently do not meet the expectations of clients and the organizational culture of different public companies, since each of them have their own way of acting, that is, that each bureaucratic model has failed to respond with human resources and this in response to the administration, especially because the processes of change have not had the expected response, which is detrimental to the efficiency and effectiveness of the public sector.
This is the reason why the models that are adopted for the public sector, with the help of the human resources available to the different public institutions, is a significant and far-reaching challenge, since putting these tools into operation at the citizen service within a framework of transparency and quality of services.
There is a need to emphasize that public officials must be constantly qualified and trained, in addition to having remunerations that meet their needs so that they are motivated to carry out their work with transparency and quality in an efficient framework.
All these changes that are planned in the institutions depend to a great extent on the clear rules and on the way of acting of the different actors, this challenge will depend on the perfection of the design and the attitude of change of the different agents, based on an organizational culture that lasts over time.
The dizzying global changes cause public institutions to relearn daily activities and respond appropriately to the complex challenges that arise day by day. Responding efficiently will allow us to provide better services to clients, which are framed within a set of knowledge that both the company and the individuals who work in it strive to achieve the objectives, within the productive capacity of the public company and within from a certain work context.
Officials who are immersed in public management, must know how to solve their own situations within their workplace, by applying their own skills established in experience, mastering the task, which are the product of their educational training and which he has acquired throughout his professional experience.
When to start the process of competency management?
The steps to follow to work with a competency scheme, according to the document on labor competencies in the public administration of the Republic of Argentina are:
- Based on strategic planning, agree on the mission and vision of the organization. From it, define the institutional or key competences. Design the dictionary of competencies. (generic and specific) (VER. ANNEX 4)
| GENERIC COMPETENCES | SPECIFIC COMPETENCES |
| Adaptation to change
Creativity and innovation Loyalty and sense of belonging Customer orientation Teamwork |
Commitment
technical credibility dynamism generalship leadership strategic thinking precision public relations pressure tolerance |
Now, it is necessary to give meaning to each of the competencies identified in each institution that wishes to implement this tool, for which you can consult the different dictionaries of competences existing on the web and adapt it to your convenience.
“Iceberg Model”, where very graphically they divide the competences into two large groups: the easiest to detect and develop, such as skills and knowledge, and the least easy to detect and then develop, as the concept of oneself, attitudes. and the values and the core of the personality.
ICEBERG MODEL
| Not visible
More difficult to identify |
| Visible
Easier to identify |
| Self concept
Personality traits |
| Abilities
Knowledge |
THE
SIXTEEN REFERENTIAL COMPETENCES (Mc CAULEY - 1989)
- Being a person of many resources: knowing how to adapt to changes and ambiguous situations, being able to think strategically and being able to make correct decisions in situations of high pressure; lead complex work systems and adopt flexible behaviors in solving problems; ability to work with superiors in complex management problems. Do what you know: be persevering, focus despite obstacles, take responsibility, be able to work alone and also with others when necessary. Learn fast: quickly master new technologies. Have a spirit of decision: act quickly, appropriately and accurately. Manage teams effectively:knowing how to delegate, expand opportunities and be fair in their actions. Create a climate conducive to development: expand the challenges and opportunities to create a climate that favors the development of your team. Know how to deal with your collaborators when they have problems: act decisively and fairly when problems arise with their collaborators. Be oriented towards teamwork. Build a team of talents: invest in developing the potential of your collaborators, identifying and offering new challenges and shared responsibility. Establish good relationships in the company: know how to establish good working relationships, negotiate when there are problems, get cooperation.Having sensitivity: showing interest in others and sensitivity to the needs of their collaborators. Confronting challenges calmly: having a firm attitude, avoiding censuring others for mistakes made, being able to get out of difficult situations. Maintaining a balance between work and personal life: being able to set priorities in personal and professional life in a harmonious way. Self-knowledge: having an exact idea of your weaknesses and your strong points and being willing to invest in yourself. Having a good relationship: being nice and showing good humor. Act with flexibility: ability to adopt opposite attitudes, –exercise leadership and allow yourself to be led– express and accept the opinions of others.
RECOMMENDATIONS
Basically, competency management is aligned with human resources, since these will allow us to achieve the strategies that the company or organization determined in their respective plans.
The human resource through competency management allows the knowledge that each one possesses to develop it in a way that he and the company obtain the desired benefit.
Human resources are the generator of competitive advantage, with an adequate study of the positions and their design, companies that work by processes can achieve the maximum performance of all their human capital in the organization.
Competency management is a tool that allows us to link the work carried out by human resources in the company and the challenges that the globalized market imposes on the workplace, an activity that is dynamic since it mobilizes different actors in the training process.
In the companies of the 21st century, the capacities, abilities, knowledge, attitudes and motivations that the employees possess must be evaluated, it is fundamental, above all with the purpose of establishing the strategy in the planning of human resources, that is, which positions are those that are required, analyzing the functions and tasks that must be carried out, and in this way determining the essential capacities that human resources must possess, in short, this is what the organization has to achieve adequate competitiveness in a turbulent and global environment, and finally achieve the objectives set.
CONCLUSIONS
Management by competencies gives concrete answers to the strategic needs of businesses when they are aligned with human resources, all this when it has to do with job descriptions, performance evaluations, compensations, added value and other components that are part of competency management.
Management by competences has a holistic vision regarding organizational, corporate, position and role competences, all in relation to what people must do, that is, what has to do with their performance, becoming an element that links the personal and team capacity in order to add value to work processes.
The managers of the 21st century, as well as those responsible for human resources, must consider that implementing a competency-based management system greatly favors the company, since it is aligned exclusively with human resources, with the mission and The company's objectives also contribute to deepening the development and involvement of human resources in the company's activities.
Competency management is considered as a continuous channel between workers and the organization, fosters the development of each worker in an effective way, increases and enhances their abilities, increases their aptitude in order that they can fend for themselves when carrying out better work.
If the administration is adequate, that is, within the assets of the competencies, this ensures that the company's competitive advantage over its competitors and the new challenges of the globalized world is maintained.
Having studied the positions, the roles, the positions based on the competencies, what is being guaranteed is maximum performance, whether in public or private institutions in any country.
This tool provides added value to productivity processes, which can even be quantified as economic benefits at the end of the financial year.
The human resource has participated and acted in the processes where the organizational transformations and modifications have required, putting to the test all its capacity to thus achieve the different levels of management that the modern working world demands today, which is why the Human capital has played a very important leading role in all these processes.
We can say the strategic vision can become a dream unless management makes it a reality and achieves the objectives and goals set.
Now, in modern times, concepts have changed what the company really is, and what it really means to run it. To direct the future of companies, managers need an integrated information system that allows them to realize their business strategy.
The tools that managers use today have made it easier to run the company and consequently better perform their tasks.
Although it is true that a competency management system has its own distinctive characteristics, one of the key elements lies in the education and learning of each worker in the skills they need to work.
BIBLIOGRAPHY
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