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Setting of Core Competencies

Competencies affirm the expected areas and levels of performance appraisal. They tell us what is valued and rewarded. Core competencies are defined as personal traits or underlined characteristics that are combined with technical or professional skills to enable the job.  Other factors such as personal values, motivation and type of work also play their part in job performance. They are likely to feature in the discussions with the Line Manager.

• Competencies need to be structured in a logical way in order to make them meaningful.
• Competency: It is the title or name of the core competency.
• Competency Descriptor: It is the definition or descriptor statement explaining what the core competency means. Communicating with others is described as the way one communicates ideas and information ensuring that the message is understood.
• Behavioral Indicators: They are examples that indicate how an individual could exhibit that competency. They are designed to show what effective performance looks like. It is not an exhaustive list. Some of the behavioral indicators for communicating with others are like actively listens to people, speaks clearly and concisely and can write in a way that is meaningful to the others.

Each competency also has Levels. The levels allow us to be quite specific in determining what is required for a given role or situation, allowing us to clearly focus our discussions and development efforts for the greatest improvement in performance. Use of company-wide competencies in performance management— the core competencies outlined by the company to expect from each individual serve as the basis for the performance management system.

The company describes the behavior one would expect to see from a “true master performer”. The company rates an individual’s performance according to how often he or she performs as a master would in each area. Use of both personal objectives and competencies in performance management system are to be used.

Major components of the system include the following two sets of guidelines.

• Personal objectives—Individualized guidelines for each employee based on past performance and linked to corporate objectives, strategies, and tactics.
• Competencies—Customized to each position, listing skills and abilities employees in each position must demonstrate.

Performance management processes allows companies to emphasize the importance of competencies, expand performance considerations, ensure adequate rewards for performance, and connect performance management to other talent management processes. Here the companies may face difficulty as competencies are quantified less easily than objectives.

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