STAFF TRAINING BASED ON COMPETENCY
The competition among corporations is actually the competition on personnel. And from a certain point, the competition on personnel is the competition on personnel training. For a company, the key point to get advantages over the rivals is to train and develop its own human resources. Training is so important, but to most companies, the resources such as people, time and money can be invested are limited. Then how to improve the pertinence and efficiency of training? An effective tool is the post competency model.
Professor David. Macland of Harvard University has put forward the concept of ¡°competency¡± in 1973, which demonstrated the relationship between the staff and their performance, pointed out that some latent characters, such as the attitude, value, self-presentation, motivation and particularity, are the key factors to distinguish the good ones from the average ones in the work or an organization. These characters was latterly called ¡°competency¡±, which is the persistent factor to determine one¡¯s performance. For example, the good performer has strong sense, he/she can find and solve problems and set challenging objectives. Therefore, the success of an enterprise is based on 3 foundations: the management¡¯s competency; staff¡¯s competency; whether the company culture can foster the competency and maximize it.
The usage of ¡°competency¡± in training can create some concrete way to change employees¡¯ behavior. At present, a lot of foreign companies use ¡°the model of competency¡± as the basis to design training courses and develop training courses pertinently.
To develop the training by ¡°model of competency¡±, the first step is to decide the ¡°model of competency¡± (character, value, competency, knowledge, etc) of each position; secondly, assess the staff¡¯s potential and the current competency status; thirdly, looking for the difference according to ¡°the model of competency¡± and see whether the difference can be solved by training. If it can, design relevant courses to help the staff make up the difference so as to meet the company¡¯s requirements for good performer. If the difference cannot be solved by training, such as from value, self-presentation, particularity, the problem may be solved by posts adjustment.
To use the ¡°model of competency¡± based training, the key point to establish the model of competency. 2 basic principles must be followed: 1) it is the exclusive criterion for a suitable diathesis that it can distinguish the performance observably. That is to say, the difference between good performance and average staff must be obvious and measurable. 2) It must be based on the real data. Any subjective judgment, theoretical hypothesis and previous experience must be supported by real data.
The primary way to set up ¡°the model of competency¡± is SME (subject matter experts). SME is a professional interview method. It can know the interviewee roundly and deeply, and get the effect that other method can¡¯t achieve. The interview headline is a special designed semi-structural questionnaire; through asking questions one by one to get general information from describing basic responsibilities, and then get to discuss the detailed responsibilities, the difference between good performer and average staff, key working events, etc.; and to collect the detailed information on the interviewee¡¯s working activities and thoughts. Through the coding and analysis of the information provided by the interviewee, the factors between good performer and average staff can be distinguished and the competency model is established.
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