Competence models

There is only one proof of what you know: How you put it into practice!

The mission statements and the strategic goals of a company are the basis for the day-to-day activities of managers and employees. A too general formulation of the mission statement like “We aim to be the market leader” leaves in doubt how employees can and are to fulfill this.

Which competences are necessary to achieve the strategic goals, or to meet the demands related to them?
This question can be answered through various approaches which differ greatly in their degree of abstraction:

  • Company-specific competence model for all functions of the company
  • Competence models for “position bundles”, specific to function groups/job
    family/career stage
  • Competence profiles for specific key functions

The decision as to which approach is to be used, depends on which personnel instruments and processes are to be the basis for the competence model.
Whereas the “development of job families” or “recruiting” can be implemented with comparatively abstract definitions of competence, the successful implementation of the “job requirements-oriented appraisal of potential” and the derivation of personnel development measures demand a job-specific competence profile. For the valid derivation of this profile, we first of all define job-specific requirement profiles in the course of an SMS job evaluation.
The particular challenge in the conception of competency models and profiles is
o to derive these from the business model or the strategic aims of the company
o and to derive from general field of competence, such as management, social, methodological or specialist competence, concrete ways of implementing them operationally that relate to the company-specific, observable behaviour
If this does not succeed, competence models as a rule “operate only in and for themselves” and remain without any recognizable benefit for the company.
We support you in deriving and implementing competence models and have for this purpose a comprehensive competence catalogue drawn from the highly varied field of competence and which can be adapted to the customers’ requirements.

Advantage of our approach:

  • Development of customized, requirements-oriented competence models
  • Basis for competence-based methods and instruments of personnel management, e.g.,
  • Talent Management
  • Personnel development
  • Organizational development