So far in this course, we have mostly emphasised Capability, and how Capability is assessed, because it is the primary driver of job performance.
That said, one cannot underestimate the critical role that Competencies play in job performance, hence we will focus this Module on Competencies.
We have already likened Capability to computer hardware. Competencies can be likened to computer software. A computer without even the most highly specified hardware is useless without software.
The same can be said for people. The most gifted individual insofar as capability is concerned will not be able to perform effectively in a job without a sufficient set of job-related competencies.
In this module we will:
  • recap on the different types of competencies
  • provide an overview of the various ways in which competencies can be assessed 
  • discuss some of the limitations of these assessment methods and how they can be offset
So let’s briefly recap on the different types of competencies that are critical to job success. We previously pointed out that it is useful to distinguish between two broad categories of competencies - technical/job specific and generic. Both types of competencies are utilised in any job.
Job Specific Competencies are the knowledge and skills that are specific to a particular job. A good example in an HR context would be knowledge of the Employment Equity Act. In a Finance context it would be how to draw up a Trial Balance. Other examples are:
  • Drawing up a Marketing Plan
  • Budgeting
  • Creating an Income Statement
  • Reading a Balance Sheet
  • Applying the Health and Safety Act
  • Setting up an IT network
  • Advising on SHEQ-related legislation
  • Drawing up financial statements
  • Planning a production schedule
  • Developing a recruitment strategy
  • Analysing sales at an outlet
  • Doing a stock count
  • Producing an engineering drawing
Generic or broad-based acquired competencies are more general competencies that could be applied across different jobs in different functional areas, such as Planning and Organising or Conducting Meetings. These competencies may for instance be required in both HR and Finance roles and also in many other roles. Other examples are:
  •  Commercial Awareness
  • Strategic Orientation
  • Problem Solving and Analysis
  • Conflict Resolution
  • Building Partnerships
  • nformation Monitoring
These Job Specific and Generic competencies are developed and learned through a wide variety of experiences such as:
  • Life experience
  • Work experience
  • Training Courses
  • Education
  • Executive Programs
  • Learnerships
  • Apprenticeships
  • Coaching and Mentoring
  • On – the – job learning
It is worth reminding you, that both the TYPES and LEVEL of competencies that individuals develop, are not only the product of the nature of the development experiences such as those listed above, but also of the individual’s capability. This was discussed and illustrated in previous modules.

So how important are Competencies again?

In a previous model we indicated:
That a candidate's EXPERIENCE which is also a reflection of his competencies correlates about 11% with Job Performance
And that a candidate's education which is a reflection of his competencies correlates about 18% with Job Performance
And so taken together competencies correlate with about ONE THIRD of individual job performance
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