Is implementing competencies easy to do? No, like many things that are simple to understand and operate, it takes time, an understanding that there is a science behind competencies, and a will to make it happen. A good deal of work to ensure there is input, involvement, passion and participation from the work force and the executive and management teams is required. Defining the competencies for your particular environment and culture is critical and requires expert help. But having done the groundwork, the benefits are more than worth the effort. Reduced tension among the work force, people working in the areas that best suit their capabilities, reduced turnover, increased productivity, and achievement of goals and objectives are just some of the benefits of having a competency-based HR management system.
A note of caution - there is a tendency to try to implement competencies across the organization all at once rather than through a phased and well thought out design and implementation process. People who purport to understand competencies that try to drop in a fixed solution that is not tailored to your organization should be avoided. Beware the “How-To” book as a solution too; the successful adoption of competencies requires much more. Competencies are not hard to understand, but ensuring that they are yours and that everyone is on board in using and implementing competency-based systems takes time and work. Quick fixes and short cuts may sell books and cookie-cutter software, but implementing a good competency-based HR system takes specialized thought and application. However, if you want a competitive advantage over traditional management systems, the time and effort spent implementing a good competency-based system is indispensable.
This post is based on content from 'Competencies from a -HR Point of View' by Bill Cowperthwaite
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