The “competency model” plays a fundamental and decisive role in human resource management activities. It provides a strong basis for the company’s job analysis, recruitment and appointment, salary increase and promotion, assessment and evaluation, training and development, and personnel motivation, and will play an important role.
(I) Job analysis
The traditional job analysis focuses on the components of the job, while the analysis based on competency characteristics studies employees with excellent work performance, highlights the characteristics and behaviors associated with excellent performance, and defines the responsibilities of this job position in combination with these people’s characteristics and behaviors. It has a stronger predictive ability of work performance and can more effectively provide reference standards for selecting and training employees and for employees’ career planning, rewards, and salary design.
(II) Personnel recruitment
Recruitment based on the quality model can be guided by the company’s development strategy, so that the qualities that are most important to the company’s success are valued, and personal qualities can be maximized to meet the requirements of the job and role, thereby achieving high performance at work, which can not only reflect the company’s long-term development strategy, but also ensure that the company obtains suitable employees. Therefore, applying the quality model to personnel recruitment can ensure its effectiveness. In addition to using established work standards and skill requirements for recruitment evaluation, recruitment and selection based on competency models also need to examine the qualities of candidates based on job competency requirements in order to “let the right people do the right things”, and then, on the basis of selecting the right people, establish a recruitment and selection decision-making process based on competency, and build a human resource management system based on competency. The recruitment system includes four completely different but closely related processes, namely, personnel recruitment, selection, allocation and recruitment effect evaluation.
(III) Career Planning
The competency model can help organizational members further clarify their quality development goals, so as to carry out career development planning more effectively, point out the development path for organizational members, and promote organizational members to be responsible for their own careers and the business development of the organization. The success of an employee in his current position does not mean that he can also achieve success and high performance in another position. The competency model can provide direction and goals for the career development of individual employees.
(IV) Training and Development
The purpose and requirement of training is to help employees make up for their shortcomings so as to meet the requirements of the position. The principle followed by training is to minimize input and maximize benefits. After the establishment of competency models for each professional sequence, enterprises can compare the actual capabilities of employees with the requirements of the competency model to discover the strengths and weaknesses of each individual, thereby finding the overall organizational shortcomings, and then formulate a targeted capability training and development plan, highlight the focus of training, eliminate unreasonable training expenses, improve the effectiveness of training, and use various training methods to improve the professional capabilities of individuals and even the entire organization. Based on the quality model, the content of training is divided into three modules: self-management module, interpersonal relationship module and organizational management skills module. Self-management includes our use of specific mechanisms and skills to control and regulate thoughts, emotions, behaviors or attention, and by adjusting our own psychological activities and behaviors, controlling improper impulses, overcoming adverse emotions, actively seeking development, and obtaining good psychological qualities of adaptation.
(V) Talent reserve construction
It is a necessary factor for the success of an organization to assign appropriate personnel to appropriate positions at the right time and reserve and deliver qualified talents for the required positions at any time. Using the quality model to define the specific requirements for qualified talents, identify potential trainees and the areas that need to be strengthened, and provide them with opportunities for strengthening and development, is conducive to the preparation and establishment of a strong reserve cadre team, thereby scientifically and systematically establishing a talent echelon.