Many organizations are starting to realize that “prior job experience” is only one element that determines success in a job role. (Especially after we have seen new hires with “tons of experience” be less than stellar performers).
Since 82% of managers are in the wrong job— mid-size and large employers are looking toward other indicators to use for selection, career paths, training and development.
This has led organizational development experts to develop what is called the “competency model” process.
Competencies are a group of skills that make up a “global” trait that someone can apply to many different jobs.
- For example, someone with problem-solving competency might potentially excel as a scientist, consultant, product designer or manager.
- If they also have leadership competencies, then a career path and development to manager might be appropriate.
- If they are results oriented, then perhaps consultant would be a good match.
To hire or promote the person with the highest success potential in a new role, you have to look at the experience as the evidence of a competency strength– “related experience” alone is not enough.
The “best practices” use competency-based interview questions to identify ideal candidates during the selection process, in the evaluation of current employees for job fit and are especially helpful to craft training and development action plans.
In fact, this information is so powerful we build the People Plan model to include detailed behavior-based descriptions of 30 competencies, and include them in every aspect of our coaching model.