If a competency programme exists, or is to be initiated, it should form part of the data which is used in the analysis for Succession Planning. This can highlight the reason why someone is not able to do a job, or can form the basis of the training plan to enable the employee to do the job. Competencies Competencies provide a framework which allows quantitative measurement of key factors that dictate individual performance. Core competencies will generally consist of fundamental human skills and attitudes and are the most difficult to alter. In many cases it is not a question of improving these, but more of recognising peoples tendencies to behave in particular ways.
Most organisations require a mix of people with different core competencies.
There is a temptation when defining a competency framework to include large numbers of technical skills and knowledge as well as a sizeable list of core competencies. However, this should be avoided, as it causes the process of assessment to be cumbersome and generates vast amounts of data. Remember, you are looking for distinguishing factors to focus on and use, to ensure the right people are in the right jobs. An effective competency framework should enable career development, succession planning, organisational development, recruitment and perhaps, compensation and benefits. There is no doubt that the thorough approach of detailed job analysis is the best way to identify core competencies.