As one goes up the higher ladders of organisational positions, responsibilities widen in scope, authorities increase, and people management becomes more exacting. As a consequence, competencies will have to change or the mix of it will have to be altered in order to adjust to the requirements of the job. If an accounting clerk or a bookkeeper for example, is promoted to the position of an accounting supervisor, his competencies will have to be enhanced.
Aside from maintaining his technical skill in computing and bookkeeping, he would need to be skilful in coaching, mentoring, scheduling of work, monitoring, appraising staff, and team building. The same goes true for a Finance Manager who is promoted as General Manager, where the competencies would require more of weighing risks and making decisions, setting goals and standards, plotting directions, leading the organisation and inspiring the employees to excellence, rather than competencies in supervision, resource management and solving specific problems.
In detail, these competencies would be the following:. Administrative Competencies which involves "management of the job" and this includes more specifically:. Cutting across all position levels, time management is considered to be a required competency that must be possessed by everybody. It is the ability to manage both one's time as well as others'. It includes self-discipline, controlling interruptions by moulding the behaviour of others who have varying priorities, and being time-effective and time-efficient.
Setting goals and standards are usually competencies that are required of managerial and supervisory positions. It is about the ability to determine activities and projects toward measurable goals and standards, setting these in collaboration with others so as to arrive at a clear understanding and elicit commitment.
Like time management, this competency must be possessed by managerial and supervisory employees and to those that are engaged in production.
It is about controlling manpower assignments and processes by using the major tools and techniques of management. This includes the following skills: analysing complex tasks and breaking them into manageable units, selecting and managing resources appropriate to the tasks, using systems and techniques to plan and schedule the work, and setting checkpoints and controls for monitoring progress.
Listening and organising are communication competencies that deal with relating to people in the organisation. It is about the ability to understand, organise, and analyse what one is hearing in order to decide what to think and do in response to a message. These competencies are appropriate for employees who deal with customers and those who work as a team, either as a leader or a member.
Specifically, they include skills like identifying and testing inferences and assumptions, overcoming barriers to effective listening, summarising and reorganising a message for recall, and withholding judgment that can bias responses to a message.
Giving clear information is a competency that should be required of managerial and supervisory employees. Whether verbally or in written forms, the messages conveyed to audiences whether internal staff or customers should be clear and concise and should attain the objectives. The skills would consist of a overcoming physical, psychological, and semantic barriers in interactions with others; b keeping on target and avoiding digressions; c using persuasion effectively; and d maintaining a climate of mutual benefit and trust.
For positions involving substantial people management, getting objective information is a critical competency requirement in order to ensure fairness. This competency is about the ability to use questions, probes, and interviewing techniques to obtain unbiased information and to interpret it appropriately. It considers such skills as: using directive, non-directive, projective and reflecting questions effectively, employing the funnel technique of probing, using probing methods to elicit additional information, recognising latent and underlying meanings, confirming understanding and attaining agreement.
These competencies should be required of supervisors and managers as well. They involve the ability to develop people under them to attain higher levels of excellence. The skills could consist of coaching, advising, transferring of knowledge and skills, and teaching and pinpointing employees where tasks can be transferred with trust and confidence.
This article relates to one of the nine competencies on which SHRM is basing its new certification. To learn more, visit www. Lee Michael Katz is a freelance writer based in the Washington, D. You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this page.
Competencies Hold the Key to Better Hiring The key to better hiring may be to focus more on competencies than credentials. By Lee Michael Katz January 29, Reuse Permissions. Page Content. To achieve diversity in hiring, start by appointing diverse panels to decide on competency-based selection factors.
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OK Join. An error has occurred. From Email. To Email. Send Cancel Close. In addition, it is important to identify the end results that will be achieved through the completion of the tasks. This ensures that the document is a more complete job description and is not interpreted in a more prescriptive way.
It is not possible to finitely define each task, and some variations in task assignment may be necessary from time to time. Including this statement precludes the need to modify the job description when these variations occur. The letter 'E' should be used to identify the essential functions of the job. To make this determination, consider whether each job duty must stay with this job, or if the duty could be transferred to another job, should the need arise.
Functions that are integral to the job or require a unique skill will likely be considered essential. These questions help to describe the degree of responsibility the job has in three important realms: supervision, finance and budget, and student and faculty interaction. If the job has responsibilities in any of these areas, it is important to revisit the Principal Accountabilities section to ensure that specific details about the scope areas are provided.
Minimum Qualifications are derived from what is required to perform the duties and responsibilities. It is important to list any required degrees, certifications, licenses, and years of work experience needed to perform the job.
Minimum Competencies , such as Knowledge , Skills , and Behavior are determined by identifying those skills that must be present for success in the job refer to page of this document for a description of the competencies.
Preferred Qualifications are derived from what is preferred to perform the duties and responsibilities. Preferred Competencies , such as Knowledge , Skills , and Behavior are those abilities that will also enhance the performance of the job refer to page of this document for a description of the competencies.
At this point the Job Summary can be written. This summary is not intended to be a reiteration of the duties, responsibilities, and qualifications for the job. It is, rather, a concise summary telling the reader why the job exists.
Finally, while it has often already been decided where this job fits in the organization, it is a good time to review if that decision is correct now that the job has been described. It is also a good time to look again at the jobs reporting to this job to see if that relationship still makes sense. At this point the Job Information can be completed. A proposed Job Title can be entered and will be reviewed for best fit by the Human Resources Consultant and, if needed, by the Compensation Division of Human Resources.
Existing generic titles should be used whenever possible to assure consistency of job grading, other comparisons throughout the University and for external wage survey purposes.
If a generic title is used, a school or department may use a more specific title internally if desired. Careers Careers Overview Why Northwestern?
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