Competencies are directly linked to a position's job description. The primary responsibilities and information throughout the job description will help identify which competencies are appropriate for the job, and which competency statements should be used.
Whether you are using the Leadership and Management competencies or the SGEU competencies, most positions require at least one competency statement for each applicable competency. For example:
|Out-of-Scope||Communication||Customizes and adapts communication and discussion to appeal to the specific interest, need and level of audience.|
|SGEU||Communication||Ability to verbally provide clear, concise and accurate explanations of policies, procedures, entitlements and other information.|
Existing statements can be adapted or combined to suit the needs of the job. In addition to the skill, behavioural or personal attribute competencies, many jobs have position-specific knowledge requirements that may not be included in the competency profile.
competency statements are the knowledge, skills, behaviours or personal attributes an employee needs on day one in their new job. "Learn"
competency statements are expected to be learned or developed during an employee's probationary period and are not assessed as requirements within the staffing process. They are also further developed throughout an employee's career, and they support work planning, succession management, and career management.
Competencies are used in managing and working with employees. Competencies are used to:
- "Acquire" employees (Recruitment and Staffing);
- "Engage" employees (Probation and Work Planning); and
- "Grow" employees (Succession Planning and Career Management).
Recruitment and Staffing
"Bring" competencies are used throughout the entire recruitment and staffing process, from job ads to screening questions, exercises and interview guides to reference checks.
Competencies are used throughout the onboarding and probationary period to guide the development, demonstration and assessment of an employee's performance in the position. Both "Bring" and "Learn" competencies for the position will inform these conversations.
Employee work planning is an opportunity for an employee to have a conversation with their manager about the employee's work objectives, competency objectives, learning and development objectives, and career path.
The conversation includes:
- The competencies needed to achieve the current work objectives;
- A comparison of the competencies an employee has and the competencies an employee needs to develop to achieve the work objectives; and
- The competencies an employee wants to develop for future career goals.
Succession Planning is the process of identifying the talent and competencies the organization needs, comparing it to the talent and competencies the organization has, and creating a plan to address the gaps.
"Bring" competencies are used in succession planning because the goal is to develop potential successors for future roles.
Career Management is a lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them.
Competencies are used in career management as a measure of what is required to be successful in a specific role.
An employee can develop a plan to grow their competencies by selecting the "bring" competencies required to take the next step in their career journey and adding them to the learning and development objectives in their current work plan.