Evaluating Workplace "Competencies"

Go back to Part 1: Workplace Competencies

So how is this evaluation done? If you are hiring that Production Superintendent we mentioned earlier, you probably know you need someone who knows manufacturing processes similar to yours, who has similar experience, and perhaps who understands a balance sheet. But you also need someone who can motivate others, who can handle pressure and who perhaps has some trouble-shooting expertise. The way you find out if your candidate possesses command of these competencies is to ask. Simple? Not exactly. Let’s imagine you are interviewing a person who wants the job you have open and you ask him, “Are you good at working under pressure?” Unless he is a fool, he will say yes! And you still don’t know what skills he has in that area.

Evaluating competencies must be done by asking behavioral questions. A far better interview question for your candidate would have been, “Tell me about time when you had to meet a production deadline under pressure. What were the circumstances and what did you do? What were the results?” See the difference? In the first question, you are inviting the candidate to simply go along with you. In the second, you are giving the candidate a chance to demonstrate his mastery of the competency you know is essential to his success in your job. Much better for both of you!

In the job you currently have, how do you know what competencies are relevant? Think about what you do every day. If you are expected to field and solve customer complaints, then needed competencies might be the ability to work under stress and conflict resolution. If you are a receivables clerk, attention to detail will be critical. So why are these thoughts worth considering? If you are not aware of what the required competencies are in your position, you will have trouble performing well in that position. If you don’t possess the required competencies, you probably are not happy in the job, and you may well not be doing a good job.

So in a current position, take a look at the content of your job and the expectations of your job. Make sure you actually do possess the identified competencies. If you are looking for a job or for a person to fill an open job, concentrate on identifying the needed competencies and developing questions which will elicit testimony as to whether or not those competencies are possessed by your candidates---or by you if you are the job seeker. Your awareness of job competencies is not simply knowing one of the latest buzz words. It’s your key to your own success and to finding the employees you need to support your success.

 

 

Go back to Part 1: Workplace Competencies

 

 

 

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