Competency Modeling

Modeling

Introduction

 Competency modeling is the process or activities of creating a framework that defines the knowledge and skills needed for deferent jobs in an organization. Competency modeling involves creating frameworks that may show the combination of skills that together result to good job performance in a place of work. Competency modeling is employed in business for understanding and examining competencies of workers in organizations in soft and hard skills. The skills represent a primary aspect of recruitments, hiring and performance management as well as talent management exercises of the Human Resource Management departments. Assessing competence is usually vital for creating formal and informal learning contents and training procedures (Bartram, 2006).

 

 The first step in developing a competency model is to collect background information about the organization. The step may include assessing and arranging available resources, comparing aspects of the building block model and listing common issues of the industry framework (Rothwell & Lindholm, 1999).

 The next step would be creating a rough framework of the competency model. In the step, the manager identifies themes and arrangements in the information and then finds relationships with the content area (Rothwell & Lindholm, 1999).

 One is then supposed to collect feedback from experts in the subject. The step is accomplished by selecting experienced people in the industry and getting their perspective of the draft (Rothwell & Lindholm, 1999). After the feedback has been collected, one can then make the final competency model by adding or removing some parts as recommended by the experts before validating the competency model to ensure it is acceptable to the users who are workers that will use it in their places of work.

 External Recruiting

 External recruitment is the consideration of candidates other than the available employees to feel existing vacancies in an organization.

 Advantages of External Recruitment

 External recruitment has several advantages over internal recruitment. The benefits include the fact that external recruitment gives the fresh skills and, therefore, a fresh outlook that may be vital for the company to remain competitive. The new talent from outside the enterprise may be able to point out shortcomings that old employees of the company may not be able to see. This is because the externally recruited employees may use their previous jobs to assess their new jobs and see its strengths and weaknesses. The ability to see things in a different perspective may be critical in impacting the change that may need to make the company remain competitive in changing times. The fresh talent may also act as a motivating factor for employees to work hard towards the next promotions in their careers.

 The employees of the company will always want to be more senior and may, therefore, work harder to enable them to achieve the required status for promotion (Chen, 2005). The aspect is due to the hard work as a result of bringing in new employees may be required to boost the performance of the company, in general, although the recruitment has to be done in a way that does not seem to ignore internal talent. Looking up new employees from outside may also be important in hiring key talent in the sector that may increase the competitive ability of the company. In performing external recruitment exercises, targeting individuals with a good working history and good performance may be important in ensuring that the company has the combination of skills that it may need to compete with the other industry players. Finally, external recruitment may assist to hire enough talent with or without working experience (Chen, 2005).

 Disadvantages of External Recruitment

 There are however some potential limitations of external recruitment. One of the shortcomings is that it may consume more time to find and hire the required individuals when it would have been easier to recruit from the already existing pool of the company staff. The process may also cost more than recruiting from the current personnel in the organization. External recruitment may also reduce the working Morales of the current staff. Members of staff who may have felt eligible for the advertised position may feel lessened by recruiting other individuals when they were readily available (Leontjevas et al., 2012). The concept may be lead to the current employees not fully cooperating with the recruit and, therefore, reduce the quality of work.

 The current employees may also feel like their work is not appreciated and, therefore, lead to further lack of cooperation within the company. When the employees’ morale decreases, it is inevitable that the overall productivity of the company will reduce. The company may also spend more time and money training the new employees about the activities of the organization and their jobs characteristics. The new candidates may require training about the systems in the company, and other activities, unlike the current employees who may already be conversant with the day to day activities of the company. It may also be difficult for the interviewers to determine from the information availed by the candidates whether or not the candidates selected may fit in the jobs advertised. The new ideas introduced by the new talent may be useful, but at times it may confuse the old employees, making external recruitment disadvantageous (Leontjevas et al., 2012).