A competency evaluation is the assessment of someone’s capabilities towards the requirements of their job. These necessities are defined in a competency model. To be valuable, competency models ought to comprise only tasks and skills which might be critical to success within the role, not every activity they perform of their job (which comes from a traditional job task analysis).
The assessment is performed on these identified tasks and skills for which a ranking is selected primarily based upon how they do that task, which defines their proficiency level. In other words, a competency assessment measures how (behaviors) someone does the what (task or skill). The person’s selected proficiency level is then compared with the goal level, defining proficiency or skill gaps for each task and skill.
For example, a manager evaluation without a self-assessment will not provide the results you seek since there will be no purchase-in to the results. Start with a self-assessment, add a manager assessment, and optionally add these from subject matter experts.
Most organizations are blissfully unaware of the quantity and size of their skill gaps. They know they have them, but they don’t know how massive or widespread they are, they usually can’t inform organizational plans, priorities, and strategy. Think about that for a moment. If you don’t know what you possibly can and may’t do, how will you achieve success? How will you really define your group’s strengths, which opportunities it’s best to pursue, or what it’s best to do about it?
If you’re a senior leader and also you don’t have competency assessment data or skill gap evaluation, you should be scared. You’re making decisions which are based on inadequate data. When it comes to understanding organizational capability, you don’t need to be in the dark. A competency evaluation shows us the light. And then the best selections may be made, including the place we have to upskill and reskill staff.
If you’re in a learning, talent, or effectiveness position, you might be capable of eliminating this data void. Delivering competency assessments and using them to create a tradition of learning such that upskilling and reskilling can occur constantly, ought to be part of your job description. Typically, that is making certain that folks have the skills required to do their current and future jobs. Without skills assessment data, you haven’t any ability to mitigate skill gaps effectively.
When you know who does and doesn’t have the required skills:
You can provide personalized learning to close these gaps.
You’ll be able to pair high performers of a selected skill with those who have that skill hole to shut gaps quickly with task-primarily based mentoring.
Your talent acquisition strategy may be more targeted so that you hire these with the skills the organization lacks.
A competency evaluation can be used by individuals to assess their readiness for different roles. People will now not make assumptions about their readiness for a task or guess on the requirements—they will really know. They’ll use the personalized learning recommendations as a career development plan template to take particular motion to plan for the position they desire.
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