Strategies for Developing Competency Models

Abstract

There is an emerging trend within healthcare to introduce competency-based approaches in the training, assessment, and development of the workforce. The trend is evident in various disciplines and specialty areas within the field of behavioral health. This article is designed to inform those efforts by presenting a step-by-step process for developing a competency model. An introductory overview of competencies, competency models, and the legal implications of competency development is followed by a description of the seven steps involved in creating a competency model for a specific function, role, or position. This modeling process is drawn from advanced work on competencies in business and industry.

Methodology for the identification of managerial competencies in knowledge-based organizations

“…The management of work performance from an individual to the whole and vice versa, however, requires: (1) strategic approach to human resources, (2) active involvement of managers, (3) integration of the partial areas of human resources management into one whole (an integrated human resources management system), (4) regular and systematic evaluation of the work performance, (5) efficient communication, (6) effort aimed at achieving a competitive advantage, (7) co-operation in order to gain a synergic effect, (8) flexibility, and (9) support for the identification with the organization, the participation and responsibility. This is confirmed by Marrelli et al (2005) who also point out that the application of the competency based approach must be carefully planned and supported by the leadership of the organization, and concerted efforts must be made to communicate with those involved or potentially affected. The development and application of managerial competency models is a proven approach for investing in human resources in order to achieve a more effective and productive workforce.…”

“…Organizations may utilize the managerial competency model in the following areas: (1) strategic workforce planning, (2) recruitment, (3) selection, (4) employee evaluation, (5) training, (6) employee development, (7) talent management, (8) career management, (9) performance management, (10) succession planning, and (11) rewarding and recognition (Spencer and Spencer 1993;Lucia and Lepsinger 1999;Marrelli et al 2005;Sanghi 2007;Noe 2008;Ramo 2009). …”

Correction to: An Interprofessional Framework for Telebehavioral Health Competencies

“…Meeting competency-based goals requires careful listening, systematic collecting of information and deliberate reflection and planning (Dreyfus and Dreyfus 1980;Hilty et al 2015;Marrelli et al 2005;Miller 1990). …”

Increasing midwives’ ethical competence: a European educational and practice development project

“…Leigh et al 2007). The overarching goal is to promote ethical behavior, which depends on the development of knowledge, skills and personal characteristics, such as values, attitudes and traits (Marrelli et al 2005). At the same time, learning to decide autonomously and to behave in an ethically competent manner requires an iterative revisiting of themes accompanied by growing clinical experience; neither theory nor practice are sufficient by themselves, but have to be interlaced throughout the learning process (Harden and Stamper 1999).…”