Competency A competency is the capability to apply or use a set of related knowledge, skills, and abilities required to successfully perform critical work functions or tasks in a defined work setting. Competencies often serve as the basis for skill standards that specify the level of knowledge, skills, and abilities required for success in the workplace as well as potential measurement criteria for assessing competency attainment. Competencies: Although the definition appears to vary widely competencies are typically defined as a combination of knowledge, skills, abilities anr individual characteristics (often called KSAOs; including but not limited to motives, personality traits, self-concepts, attitudes, beliefs, values, and interests) that can be reliably measured and that can be shown to differentiate performance. Competency management help the organizations to develop training plansack centered on company needs. The company also benefits in improved employee retention.
Competencies can be mapped so that training content can be dovetailed with the desired skills In Asia, particularly in Nepal, a study was conducted on hospital managers using the Senior Management Service Competency Framework and the most valued self-assessed competencies were honesty, integrity, service delivery innovation, communication and information. The least valued attributes are program and project management and knowledge management. As managers, the most valued skills were strategic capability and leadership, and human resource management and empowerment. (Khadka, Gurung, Chaulagain, 2014) In Malaysia, a study has revealed that leadership competencies of management as well as the organizational culture of service firms have on impact of the level of customer service. If management listens to the staff, recognizes and rewards performance, it creates a culture where employees also respond to customers positively and this in turn also adds to the company 's bottom line (Asree, Zain, & Razalli,
Competency Theories Demand for effective and competent employees continuously increases. Nowadays, job competencies that cover knowledge, skills, abilities, traits and behaviors become an integral part for quality service (Shippman, et.al, 2014). A competency model is needed to organize observable skills, behaviors, and attitudes in determining the impact of the quality of work. (“Competency Models - What Are They Anyhow and What’s the Big Deal? - St. Charles Consulting Group,” n.d. 2015).
Moreover, such improvements motivate employees to remain loyal to the organization. Secondly, talent management is strongly aligned with competency-based management (Dessler, 2015). Employees with specific skills are given position-specific competency tasks to help them improve on their talents and skill sets (Dessler, 2015). Besides, such position-specific competency tasks require intricate use of skills, personal traits, and experiences to overcome the prevailing challenges. Moreover, talent management allows organizations to pick projects that are suitable for their talented employees for sustained productivity (Dessler, 2015).
Communication Under human resource management competency model, a competency is the combination of knowledge, skill, and ability one needs to successfully perform a job function (HR University, n.d.). One of the most essential competency for a human resource manager is communication skills. The main function of the typical HR professional’s job involves facilitating discussion between employees and employers. It goes without saying that communication plays an important role to facilitate all kind of day to day people’s deal. A human resource manager is able to success only if they are able to communicate well and clearly.
By using the term “Emotional Competence,” we can begin to articulate the emotion-related capacities and abilities an individual need to deal with that changing environment. Such that he or she emerge as more differentiated, better adapted, affective and confident. Emotional competence is an efficiency to deal effectively with several dissociable but related processes is a blending of five competencies, (Coleman, 1970). The different competencies may be understood as explained herewith A) Adequate Depth of feeling (ADF), B) Adequate Expression and Control of Emotions (AECE), C) Ability to Function with Emotions (AFE), D) Ability to Cope with Problem Emotions (ACPE), E) Enhancement of Positive Emotions
Knowledge and experience are core performance determinants and are related to job performance (Sonnentag et al. 2008:432). In addition to cognitive factors, knowledge and experience, non-cognitive traits are also important as person-specific predictors of job performance. According to Sonnentag et al. (2008:432) these non-cognitive traits include personality factors such as proposed by the The Five Factor Model (Digman, 1990; McCrae and Costa,1989) differentiates five distinct dimensions of personality: • Emotional stability-individuals high on emotional stability are characterised by low negative affectivity and tend to respond with less subjective distress to negative events than do individuals low on emotional stability.
By utilizing a competency-based approach to leadership, organizations can better recognize and build up their up and coming age of leaders. There are distinctive sorts of leadership competencies which are basic to all firms, for example, lucidity of obligations as leader, effective delegation, respect for associates and subordinate, clear vision, mindfulness and so forth. An emphasis on leadership competencies and skill advancement advances
Responsible leadership alludes to not only the actions of the leader, but the processes, strategies, and culture that they foster and enable to reinforce and display collective upstanding behavior (Cameron, 2011, p 29). Leading by example, while staying true to company culture, building company culture amongst employees, and portraying company culture to customers, is essential for this position. When this trait is in line, it is paramount that the person hired for this managerial position is passionate. Sigmund Ginsburg describes passion as the energy that materializes from bringing more of who you are into the work that you do (as cited in Shrivastava, 2010, p. 444). McKinney (2011) supports this idea as he expresses a leader’s passion creates positive energy, but it is important to determine where the leaders passion comes from, as they are the catalysts in the development of highly motivated units.
• To organize theoretical and practical trainings for our employees to make them reach a productive and active performance level. • To apply the performance management system to evaluate the performance of our employees regularly. OUR PRINCIPLES To be innovative To act fairly To pay regard to the benefit of society To be accessible to the ideas creating the difference To think long-term To be sensitive to the environment To be perfectionist RECRUITMENT AND ORIENTATION PROCESS Properties we look for in the evaluation phase of job application: Creativity and entrepreneurship Customer wareness To be result-oriented Managerial competence A predisposition to team-work An effective communication skill To be open for improvement Our orientation training for the new