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COMPETENCY: The Currency of the Talent Management Economy

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    Whether the learning objective is to excel through online professional development or to grow earnings by investing in employees through corporate learning online, competency models must be established to set, meet and even exceed your specific performance needs. The
Your Company University online learning center has the supporting framework and online employee training courses to enhance your opportunity of success.
    Search these competency models for suggestions on the most appropriate online training courses to take.  Click on the course number for a fuller description of the courses.  
    YCU - Covey 7 Habits Content Mapping    [ 191 KB Microsoft Excel File ]  
    YCU - HR Competency    [ 52 KB  Microsoft Excel File ]  
    YCU - Universal Competency Tool    [ 2 MB  Microsoft Excel File ]  
Note: The above competency tools are very large files and may take several minutes to download. Please be patient.

Competence can be defined as the ability to do a job or function well. There are, in essence, two kinds of competency. The first is technical
or the ability to do the tasks and skills well. The second is behavioral competency or how the person does those tasks - the
manner in which they perform their functions.

Ask any manager in your organization if she can identify the high performers on her team.  She’ll answer with an immediate and unqualified
“Of course”.  How does she recognize high performance?  She sees the evidence in the consistent behavior of those employees who exhibit
a high level of competence in the skills necessary to do the job well.

Competency is the basis of performance.  Your organization or business unit may have developed a competency model, which represents its
unique view of the competencies required for successful performance as an employee of your company.  The model may be an expression
of core competencies for the entire organization or functional competencies for particular job roles.




Competencies provide the foundation for all aspects of human capital management in your organization:

    Job Classification,  
    Staffing and Retention,  
    Performance Management,  
    Learning and Development,  
    Career Pathing, and  
    Succession Planning.  
    The objective of any learning intervention, program or initiative is to improve performance.  As a learning organization dedicated to increasing the value of your company’s human capital, you seek to develop programs containing relevant, effective elements (content, activities, resources, etc.) which together provide a path to competency development and the resulting behavior that impacts the achievement of business objectives.  
    To assist customers in creating learning programs our strategic partner has created the Universal Competency Tool (or UCT), which identifies learning assets for specific competencies in a number of job families.  The UCT is provided at no cost and maintained on a monthly basis with newly released content from our repository of courses.

The UCT presents fifty-eight business competencies commonly recognized in the models adopted by today’s high performance organizations.  Learning assets addressing these competencies are presented, along with a relevancy indicator for three target audiences (Individual Contributor, Manager, and Executive).

We have also included other competencies models from Steven Covey and 7 Habits of Highly Effective People and for Human Resource programs. These are for your use to help you choose which courses are right for you.

Beyond its title, a competency is further defined by the behaviors through which competency is demonstrated.  That is, an employee who regularly exhibits a certain combination of behaviors is recognized as being competent.  Behaviors are typically expressed as action statements - the ability to complete an activity at a certain standard of performance.

Your organization may name or define your competencies in slightly different terms; it is likely, however, that you will find many behavior statements that closely approximate your own definitions.  When you identify the competencies and behaviors that align with your own organizational model, you will immediately have relevant recommendations of the courses that are available to you.  You may then review the details of that course through hyperlinked course descriptions to find the most appropriate learning assets.

How are courses selected for each competency?

    As previously mentioned, behaviors are typically expressed as action statements.  In our course content, the learning objectives for every learning object (topic or lesson) are also expressed as action statements.  Therefore, the recommendation of content is based upon comparison of the learning objectives in our courses with the behavior statements of each competency. 

Complete courses naturally address multiple learning objectives; content recommendations, therefore, are made at the competency level, when the course has been found to address the majority of the behaviors defining that competency.

How do content recommendations apply to unique job families?

    While core competencies may apply to all levels of the organization, each job role has a unique combination of functional competencies.  Symbols in the UCT, therefore, indicate the suggested applicability of each competency to each of twenty job families. These families are expressed In terms of the audience as well as general job roles. Moreover, each competency may have several dimensions, which may or may not be relevant to all job roles.  For example, the competency of Communication is core to both sales and customer service. 

However, a communication skills course for a sales account executive may not be suitable for a customer service representative, as each operates within different realms, environments and situations.  To help customers identify appropriate content, courses are grouped into series, whose titles express the particular focus of the courses within.

How do customers use the Universal Competency Tool?

    Organizations lacking defined competency models for various job roles can find in the UCT common competencies with behavioral definitions from which they can select those they believe to be common to high performers.  After highlighting desired competencies, the remaining sections can simply be deleted.  The resulting content mapping can be distributed to learners, posted to an internal website, etc.  Links in the course numbers lead to descriptions of the courses to help learners select content.

Organizations attempting to identify relevant content for their established competency models can search the UCT for comparable behavior statements.  Mapped content can then be copied from the UCT into a template containing the organization’s similar competency descriptions.   Subject matter experts, business stakeholders or training managers can make final selections by reviewing hyperlinked course descriptions to find the most appropriate learning assets.
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