Because of this dual role, many performance management forms are divided into two sections. One part deals with what gets done and lists expected accomplishments and objectives in key result areas. The competency section does not usually attempt to focus on all the competency requirements for a job or role, only the most relevant competencies for meeting established objectives in a given period. An inspection of employee behaviors and competencies gives a better understanding of why objectives were met or not met, and provides a basis for coaching the employee on how to improve performance. Individuals can more easily see how one set of job requirements relates to another and can assess how their personal strengths and motivations match those required in other jobs.
Competency models can also be useful for clarifying roles and making job redesign decisions.
Hopefully, this article helped clarify the different strategies and approaches that are used to implement competencies into an organization. In the next article, I will introduce an alternative to competencies.