Competency model helps HR add value

But senior leadership must commit to embedding competencies in all activities
By Joan Hill
|Canadian HR Reporter|Last Updated: 01/26/2012

How can HR professionals add value to an organization? By ensuring every HR process explicitly supports the organization’s vision, values and strategic direction.

One way to achieve this is competency modelling, which outlines the specific competencies required to help an organization achieve these things. Competencies define the skills, knowledge and behaviours required to be successful in specific roles.

The YMCA of Greater Toronto, for example, uses its competency model (seven association-wide competencies and seven leadership competencies) as the foundation for all HR processes, including job descriptions, recruitment and selection, training and development, appraisal and succession planning. Its competency model is touted as a critical element in employment branding.