COMPETENCIES AND SELECTION PROCESS

When thinking about the selection by competencies, specially if we are selecting young people, we should define, besides the necessary competencies, the ones that can be guides or references to acquire new competencies.

The French author Claude Levy-Leboyer(Levy-Levoyer, Calude, La gestion des competernces, Les editions d’organisation, Paris, 1992), made a summary of the topic that we can use as a guide.

• Analyze the profiles in function to the competencies.
• Make reports of the final candidates in relation with the defined competencies.
• Define the necessary competencies to acquire new competencies.
• Make a diagnosis of those competencies that can be developed.
• Eliminate useless parameters in a hurry of making decisions.
• Describe the profiles of the most reliable and realistic way to inform the candidates.
• Elaborate situational cases and pertinent situational tests.
• Plan mobility taking the necessity of development and the training experience into consideration.

It is important to keep in mind that the competencies are strategic resources that allow us to evaluate the management of human resources. (Levy-Levoyer, Calude, La gestion des competernces, Les editions d’organisation, Paris, 1992).

LEVELS

We will include a list of applicable competencies to three levels of positions from the most usual five ones here. For the intermediates, the reader will make the necessary adaptations.

If we suppose any competence, it is possible to define four levels:

As an example, let’s imagine three profiles by competence schemes from three different levels. As this is just an example, we have considered the same competencies with different degrees of valorization.

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