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The evolution of business and its complexity has enriched the traditional concept more than desired in order to fill the position. Nowadays, an accountant, besides their vast technical knowledge, must have orientation with the internal or external client, aspect that was not common a couple of years ago.
Thus, the necessity of detection of this and other competencies that we are going to call managing competencies has sharpened. Due to their importance and incorporation to the profiles, we have to analyze how they are considered in the section process.
Interviewing by competencies if part of the selection process, very important indeed; however, you must remember that when a company needs an expert in a determined software, they will first find out about the specialty and only after that, the competencies; when a bank needs a manager for a branch in the province, they will try to identify the person who knows the location and the business better.
Therefore, working by competencies – and specially, interviewing by competencies – implies that we will first pay attention to the technical knowledge they vacant position requires. Once we are convinced that the minimum requirements are covered, we will work over the competencies, either in the same interview or another. (We have dedicated Chapter 10 of this book to this point in particular.)
We have called knowledge competencies to the techniques and management competencies to the ones we talk about in this part of the book.
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