Competency Management Systems
Competency Management Systems let you define employee job roles that are specific, complete, and consistent across the affected organization. This allows you to certify that employees possess required skills or competencies, and that they qualify for their job roles. It also gives users clear, specific, easily followed paths to advancement. At any time, users can see what they still need to progress, request or access training that improves their skills, and stay on a clear training track centered on company needs. The company also benefits in improved employee retention.
Defined training plans also show employees how they can improve and gain new job skills. In this way, training becomes important to the employee, easily accessible, and necessary. This certification is also a path to promotion. If all necessary training is completed for a job role, the employee can print a certificate, and offer physical proof that they have completed all requirements for the role.
Many industries must also meet federal, or other, requirements (such as government regulations) that force them to require corresponding employee certifications. Employees must meet related competencies, and execute tasks and responsibilities in ways that support the company’s mandated performance. Tracking and managing the employee-certification process is critical to the success of these types of organizations.
A good starting point is a survey. What job roles do people possess? How are these roles defined? What is common among the roles? What skills or competencies support each role? What learning events (courses, meetings, demonstrations, on-the-job training, etc.) support and build these competencies? How does a new hire begin their training? This may seem daunting, but defining existing job roles is worthwhile, and brings many insights into the company’s needs for competent performance. The data from such surveys also helps to build measurable ways to determine when employees attain needed skills, and conversely, may identify training needs that are not yet met.
Usually, a common set of competencies runs throughout most organizations, which comes from the human resources department. Most HR organizations require an orientation, which may include courses and handouts about time clocks, harassment, benefits, and other important company-wide topics. On top of these, most organizations have sales personnel that require both technical and sales training. And specific application roles, be they cooks, cleaners, or airplane mechanics, will need to attain both HR-required competencies and their own job-specific competencies. Food-service organizations, for example, may define food-related competencies for every job role, as well as non-food competencies for hosts, servers and maintenance/repair personnel.
There are many rules to create a successful business. One of them is by using a good competency management. It is actually a personal capability that can be showed through their measurable knowledge, skill, ability, and personal attribute. As a system in a business, competency management is needed to build workers’ training plans and to monitor the progress of each individual’s learning.
To develop Competency Management Systems in an organization, a company has to hire a good manager who can tackle the role of it. The manager has to apply some strategies to develop the management and of course it needs certain skills. The strategies which can be applied are varied enough.
Some ways that you can use to develop your Competency Management Systems are listing the core competencies from your manager or human resources representative, creating your development plan, using your behaviors to draft two goals, finding the right person that can help you to accomplish your plan and putting your goals into your employee’s development plan.
Be careful when you request a list of core competencies from your manager. Just find six competencies that you think as the most critical one. You may create your own list and assessment if there are no management competencies in your company.
Sub-topics as your Competency Management Systems model will help you on your plan. Identify at least two behaviors that support each of your six competencies. For this model, you must have 24 goals and make it specific and measurable. People who can help you accomplish your plan can be your colleagues, bosses and even family members. If you can find the right person, you can easily develop your competency.
To learn the progress of your people, give time to yourself to meet them routinely, for example once in a month. It will be good for you to review their goals too. You have to document your skills and accomplish your assets.
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