Model of competences

An excess of attention to competencies and a lack of attention to psycho-emotional and moral qualities is a big problem of recruitment, HR management and the labor market in general in Russia. Hypertrophy of the professional sphere and atrophy of the motivational one. In Western culture, they are balanced. Perhaps even more attention is paid to the human qualities of a recruit or employee. This is due to the general development of management, managerial maturity, and the culture of relations. In Russia, the entire system of recruitment and evaluation of personnel is designed for formal compliance in terms of competencies, and not the quality of human resources. Therefore, there are a lot of mistakes in the selection. For example, a pronounced team player comes to a company by psychotype and gets into a department where the value of autonomy and independence is cultivated, and this is objectively conditioned by business. Employees there do not see each other for 2-3 months, because they are constantly on business trips and work in remote access mode. Accordingly, a person who needs the energy of the team will quickly “blow away” in such a team. And, conversely, in enterprises where teamwork is organically developed, there is nothing to catch an individualist who is inclined to autonomy and independence. Constant contact with a large group of colleagues does not correspond to his values.

Nevertheless, no matter how important we attach to personal qualities, the value-target system and the socio-psychological profile of an employee, a competence profile is necessary to build a motivation system and motivational programs. Moreover, the company should create a model of competencies for each professional position.

Competencies are usually grouped into several groups: general, technical, professional, managerial and corporate.

№	TYPES OF COMPETENCES	PURPOSE	COMPETENCES (EXAMPLES)
1	General	For every working person	Discipline, self-organization, self-development
2	Technical	For a specific division	PC knowledge, knowledge of office software, driving a car
3	Professional	For a specific position	Expertise, communication skills, customer orientation
4	Managerial	For top managers	Planning, organization, motivation, control
5	Corporate	For employees of this company	Loyalty, support of the company’s image, focus on results

Table 5. Types of competencies of employees in the organization

Each company has its own vision of competencies in accordance with the requirements of its business. It is reflected in the competence model. The competence model is a set of key knowledge and skills that an employee needs to solve their job tasks and achieve the goals of the organization. It structures competencies by types and presents them by characteristic skills (indicators) that form the essence of this competence. Each assessment score characterizes the level of competence: initial level (1), level of development (2), level of experience (3), skill level (4), expert level (5).

The logic of building a communication model can be illustrated by the example of the model of professional competencies of the seller:

Table 6. Model of the seller’s corporate competencies

The competence model is an applied tool that can be used for the selection and evaluation of personnel, since it allows you to objectively display their performance characteristics. Each competence is formulated in terms of observed behavior and has several levels. From the zero level, when it does not manifest itself at all, to the basic level, then to the level sufficient to perform tasks, and finally to the skill level, when a person who has it is able not only to work perfectly himself, but also to teach someone.

Like motivational profiles, according to the same principle, it is possible to develop a normative competence profile and a real competence profile. The first one will help to understand the “entry conditions” of the applicant for the position of sales manager in the company. The second one will help to form a map of development zones, showing what to train employees with good potential. Or, on the contrary, give a frame: which specialists with what level of competence should be taken already fully prepared in order to launch them into the business orbit as quickly as possible.

The real competence profile will also reflect the dynamics of competencies. Over the years, a specialist can both develop and degrade. A manager striving to ensure the effectiveness of his staff should monitor this dynamic. For the analysis of observations, the graph obtained when comparing the normative competence profile and the real competence profile will help. It should show how the actual state deviates from the desired one – both in an insufficient and in an excellent ratio.

The competence model is also needed for personnel evaluation. Although sometimes it turns out that according to the competence assessment, an employee gains a high rating, and the results of his work are low. So we need to figure out what exactly affects its sales. Perhaps the question is not about competencies. Maybe the situation is related to the fact that he is responsible for the region where there is no opportunity to sell something.

And, conversely, the employee sells a lot, and the competencies are low. We need to understand why this is happening. Perhaps he was given a large client, where it is difficult to sell little. Maybe he’s just using family ties. In other words, the motivational profile and the competence model allow the manager to see a situation in which the result does not correlate with the initial conditions important for obtaining it. Analyzing this is important for building both individual motivational programs, in particular, and for the entire motivation system, as a system of fine-tuning in general.