Competences are essential for a wide range of HR tools. They are used, for example, as a common reference in Performance Management and facilitate uniform assessment standards.

Competences are defined as desired behavior. It outlines observable corporate, strategic and value-compliant behavior. Competence can be defined differently according to its application. For example, classical competences are occasionally replaced by leadership principles or certain experiences are highlighted, which are considered a prerequisite for competences.

Irrespective of the definition, the language used in a company's competence model must be understood primarily by the business itself. It must not be too academic. It is important to avoid hollow phrases, as well as an excessive number of competences, which are not distinguishable for the user, i.e. the employees, no matter if manager or not.

The experts of the hkp/// group provide support to international organizations to develop and implement tailor-made competence models. As a rule, this involves the identification of (future) requirements for employees, the preparation of a draft competence model, its validation with employees, managers and HR stakeholders, and finally the embedding of the model within the HR landscape, i.e. the application of competences in selection processes, in feedback processes, in performance management, diagnostic measures, etc..


Author Leon Jacob

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