Summation of the knowledge, skills and abilities needed to perform roles within an organization. Not all roles require every competency in the competency model. A competency model gives an organization a common language to discuss performance.
a behavioral description of performance as it should be for the organization or department to achieve its current and future business goals
a collection of related descriptions of the
a description of key competencies required for outstanding performance in a given job or category of jobs
a list of competencies identified as critical to the successful performance of a particular role or key aspect of a role
a list of competencies, often organized into five or more groupings or clusters, attributable to satisfactory or exceptional employee performance for an occupation (e
a set of competencies for a specific occupation, title series or level in the organization that, if possessed by incumbents, is likely to produce desired results
a set of individual competencies or characteristics that is developed for a specific job or job family
a set of success factors, often called competencies that include the key behaviors required for excellent performance in a particular role
A framework that describes the full range of competencies required to be successful in a particular occupation. These models usually describe the required occupation-specific, or technical, competencies and general cross-occupational competencies (e.g., analytical competencies). Competency models are used to support key human capital programs such as selection, career development, training, and performance management.
A profile of observed behaviors that can be tied to superior performance for leadership positions and specific functions.
Competencies are characteristics which drive outstanding performance in a given job, role or function. A competency model refers to a group of competencies required in a particular job and usually number 7 to 9 in total. The number and type of competencies in a model will depend upon the nature and complexity of work along with the culture and values of the organisation in which the work takes place.