The Importance of Competency Model Development

Abstract

Personal competencies are significant predictors of employee outcome. Nowadays, due to the rapid development of technologies and increased automation level, competency requirements have changed. Therefore, experts develop and make regular updates in the general competencies and in the specific competency models for each industry. In 2018, the European Commission developed the Council Recommendation on Key Competencies for Lifelong Learning, which defines the core competencies necessary to improve performance, to sustain current standards of living and to adapt to market changes. Competency models are particularly significant in order to produce innovations where the educational level and knowledge and the skills and attitude of employees are essential. The purpose of the research is to define the basic concepts of actual competency models and to determine the advantages of their development. This research is a literature review for building a literature background for the next stage of the investigation, which will be empirical research. The outputs of this research are four hypotheses on the influence of the practical application of competency models, including the use of competency models in the development and implementation of training programmes as a positive impact on learners' results and attitude. Use of general competency models does not ensure the implementation of fully-fledged competency-based training programmes in a specific area. The literature review has identified that the major advantages of the development and use of competency models are improved performance and evaluation system optimisation. It is essential for each industry to identify its own competency requirements although there are still specific industries in which competency models have not yet been fully developed. It is concluded that most of the research evidence on competencies is, nevertheless, related to medium and large sized companies and industrial plants. Different approaches are required to analyse and develop competency models depending on the company size.

Assessing the effectiveness of training programme on the competency of medical staffs in public health emergency

“…Competency was defined by McClelland (1973) [18] as individual characteristics that predict the performance of employees. The competency-based approach has been recommended as a reference for the development of education, training, and learning; and the advantages of competency model development have been increasingly emphasized in the academic, private business, and public sectors [9]. Calhoun et al (2008) [19] described a core competency model comprising 119 competencies and 12 domains for academic public health practice [19].…”

“…A competency model is widely used as a tool to describe the competencies of participants in specific domains to evaluate or improve their competencies following education and/or training [8]. The advantages of competency model development for improving the required skills and knowledge of individuals have been emphasized [9]. In 2007, a public health emergency preparedness (PHEP) competency model was developed by the European Centre for Disease Prevention and Control (ECDC) for European Union countries, which described 102 competencies, 100 knowledge, and 158 skills required for professionals in response to public health emergencies and proposed to be beneficial for PHEP training [10].…”

Competences of innovation brokers - experiences of the GoSmart BSR project

“…The literature on the subject includes a number of different definitions of competences and their classification, relating mainly to managerial competences (Prahalad & Hamel, 1990;Moczydłowska, 2008;Brelik & Żuchowski, 2017;Kupczyk & Stor, 2017;Bhardwaj & Punia, 2013;Krajcovicova et al, 2012;Abraham et al, 2001;Patanakul & Milosevic, 2008;Papulová & Mokroš, 2007). Competences are most often rooted in specific management models popular at a specific time and adapted to the current knowledge or market situation (Gonczi & Hager, 2010;Vakola et al, 2007;Staškeviča, 2019). Considering the behavioural concepts, competences from the perspective of an individual are "expectations of the behaviour, skills and other characteristics of employees conducive to achieving success at work" (Jurek, 2012, p. 11).…”

Developing a competency model for maintenance 4.0 stakeholders

“…Moreover (Ananiadou and Claro, 2009), defined competency as the capacity of the human being to meet complex demands, going beyond cognitive elements and functional aspects to include interpersonal attributes and ethical values. Competency also includes knowledge, skills (soft skills and technical skills) and attitude, reflected in actions (Staškeviča, 2019; Werner-Lewandowska et al. , 2019).…”