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The next step is to include specific competencies that are the most common that need to be addressed by the organization in order to succeed. Once the breadth of the competency dictionary has been defined, then the remaining competencies can be developed by a team of subject-matter experts. However, the dictionary itself should be developed using a range of subject-matter experts on the basis of a business or industry in order to ensure that the competencies that are developed are relevant to the organization. The business or industry experts should be identified by an organizational leader and this leader should be also be responsible for monitoring the competency dictionary.
The dictionary is intended for use by all employees and managers, even those without formal training in competency-based management. The purpose of the competency dictionary is not to provide a framework for all organizational activities, but rather a system to improve performance by placing the results of best practice into context. A competency-based approach to leadership is not a single solution that can be applied across all companies. It is instead a process that transforms the way you work by providing a clear understanding of what makes each individual and the organization distinctive and successful. As new challenges and opportunities emerge, the need for competencies may change. However, the underlying principles of competency-based management remain unchanged.
To begin, a competency dictionary should include a number of key competencies that are generally viewed as being needed by most organizations regardless of the industry or the size of the business. Not only should the competencies be general and basic, but they should also be measurable. For example, a competency such as “resolving conflicts” is typically viewed as being useful in any organization; however, it is obvious that in a service-oriented business like retail, the competency of “resolving conflicts” is more important than in a manufacturing business. This is why the competencies for the different organizational units in a business should be defined and measured as being specific to that area.
The next step is for the organization to organize each competency into five proficiency levels. The five levels provide the ability to apply the competencies at a more detailed level. It is important to note that the competency levels provided are illustrative. Each level has been provided to allow a range of behavior to be captured.
Transformational leadership is an important competency for competitive performance. Transformational leaders encourage team members to work toward shared goals and align their attitudes toward the success of the organization. These leaders inspire the team to be passionate about the vision and mission of the organization. Transformational leadership leads to transformational change in the organization. Transformational leaders communicate to the team, and the team members become skilled at the skills needed to achieve the shared goals. The skills gained by the team members are important for achievement of the organization's vision and mission. Team members are passionate about the mission and vision of the organization because they are invested in the organization and are dedicated to it's success. 827ec27edc
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