PROFILE OF THE POSITION BY COMPETENCIES

PROFILE OF THE POSITION BY COMPETENCIES

What is a competence profile? It is a concise, reliable and valid model for predicting the success of the position. The competencies are closely related with the structure, the strategy and the culture of the company and imply the personality traits casually tied to the superior result on the position.

HOW TO MAKE A COMPETENCE PROFILE? WHAT TOOLS TO USE?

  • Clearly define the competencies, searching the personal characteristics of excellence. They are different in each company and inside the same company they can be different in each area.
  • Make interviews about critic incidents, look for the reasons, abilities and knowledge a person really has and uses.
  • Ask questions to detect competencies, our objective is fundamental in this part of the book.
  • Have access to a database of competencies, with information about other organizations and similar positions.

 The competencies, their levels and the associated conducts are identified with these four items.

This is where competence profiles comes from. In the three following chapters we present the supposed competence for three different levels with a definition for each of them. They don’t belong to a company, but they summarize the definition of many revealed companies that work under the competence scheme.

THE SELECTION BY COMPETENCIES

THE INTERVIEW OF CRITICAL INCIDENTS

Penny Hackett (Hackett, Penny, The selection interview, Institute of Personnel and Development, London, 1995.), faces this aspect, among others and states that: If you let the interviewee identify examples of the job, house, hobbies, education and other activities of their life, you can make sure you are equitably giving each of the candidates a chance to show their adaptability.

Characteristics:

  • It uses a structured strategy of exploration (and not a sequence of questions) that get the interviewee’s experiences as he/she sees them.
  • It gets concrete behaviors (actions and thoughts) that had place in the past.
  • It goes further than the candidate’s values or the things he/she thinks he/she does. It gets to find what he/she really does.
  • It centers in what the interviewee does, in relation with the things that assure the success of the position.

TOOLS TO GET INFORMATION ABOUT PEOPLE’S COMPETENCIES

  • Assessment center, role-playing
  • Behavior Even Interview (B. E. I.), which we will analyze in Chapter 24.
  • Situational Interviews
  • Work tests
  • Personality tests
  • Biographic data
  • References
  • Traditional interviews

 

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