Competencies

Competencies can be either technical or personal. Technical competencies are the specialised and highly related knowledge and skills that employees must possess to undertake specific employment. Personal competencies are individual characteristics people require in their specific employment. Some competencies may be generic, whilst others will be job specific.

Examples of technical competencies required for specific roles:

• hedge fund manger: reading, interpreting, analysing and applying complex market data
• formula one mechanic: detailed knowledge of the functioning and problem solving of car engines.
• secretary/receptionist: word-processing at a rate of 80 words per minute, with no errors

Examples of personal competencies:

• interpersonal sensitivity – understand and demonstrate respect for others’ values and opinions, even when they are not in agreement
• strategic view – take a strategic/broad view of organisational issues, problems, events, or circumstances relative to their own thoughts, feelings and actions
• managing emotions – managing thoughts and feelings in ways that lead to productive/successful performance

Employers can use competencies throughout the recruitment process (eg application forms and interviews) to access a candidate’s potential. Traditional methods of assessing candidates focused on the employee's successful completion of work activities, for example having worked in the job before. Competencies focus on individual achievement which can be related to work performance. So for example, a candidate may not have previous experience of working in that position, but can demonstrate the necessary competencies needed to perform well. Competency based recruitment favours diversity and inclusion as it widens the pool of candidates.

Organisations realise that competencies which reflect the organisation's culture and values contributes to a successful business. Employees, who share the organisation's values, are likely to have a vested interest in the organisation and perform better.

It is important that employers accept evidence of competencies from many sources. Candidates from under-represented groups may not be able to demonstrate their strengths from traditional sources, such as the Duke of Edinburgh Award scheme, but may, for instance, have had much greater family responsibilities.

Examples of competency-based questions:

• can you give us an example that shows your leadership skills?
• how would you deal with a difficult customer or employee?
• can you give an example of a problem which you solved?
• what have been your major achievements and accomplishments?
• can you give an example of working well as a team member?
• can you give an example of your organisational skills?
• what are you long-term/future employment goals and objectives?

Many organisations assign scores to competencies when assessing candidates at an assessment centre.

See an example competency matrix scoresheet showing which competencies are being assessed in which exercises (DOC, 32 Kb) 

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