The Competent Use of Competency-Based Strategies for Selection and Development

Abstract

Many organizations are getting into the competency act, selecting and developing employees against standards of performance needed for present and future business success. This article focuses on critical elements of successful competency-based performance strategies from the practical vantage points of two performance consultants with significant experience in a variety of business settings. Definitions and examples are provided for Key, Team, Functional, and Leadership competencies. The competency strategy process defined in the article outlines a four-step cycle including business alignment, project planning, competency model-building, and rollout and ongoing performance management. Tools and approaches for use with selection, training and development, coaching, multi-rater assessment, and performance review are discussed from the viewpoint of the hands-on practitioner. “Lessons learned” are noted in all phases of the process to emphasize the rationale for continuous involvement of stakeholders and for attention to project management. Also included are behavioral competency profiles for 1) the competency practitioner and 2) change management.