!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Strict//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-strict.dtd"> Streamline Training & Documentation: A Set of Competency Definitions from Guernsey

Tuesday, May 26, 2009

A Set of Competency Definitions from Guernsey

For my book group, I've been reading The Guernsey Literary and Potato Peel Pie Society, a novel, set in 1946, i.e., the immediate postwar period. The book has proven disappointingly flat in its writing style, but it has also introduced me to the island of Guernsey and piqued my curiosity about what is going on there today.

An exhibit in the German Occupation Museum,
St. Peter Port, Guernsey

(La Trelade Hotel, Guernsey)

One helpful item I've come upon is the set of competency definitions published by the Guernsey Training Agency University Centre, an organization that "serves the Bailiwick of Guernsey through the procurement, facilitation and promotion of high quality training to all sectors of the community."

The definitions provide a good starting point for anyone's efforts to pull together a competency map for their own organization:

Adaptability — Ability to modify style in order to reach goals and to maintain effectiveness within changing environments and with varying responsibilities.

Business Awareness — Understands and demonstrates an awareness of the link between role and ‘market’ opportunities for own services. Shows awareness of the needs of ‘customers’ and for the provision of a cost-effective service.

Change Management — Ability to understand and apply sound principles for the management of change in one’s self, in others and in the organisation.

Commitment — Belief in the value of own contribution to the organisation, makes the extra effort for the organisation though this may be at odds with personal objectives.

Creativity — Ability to identify radical alternatives to current thinking. Ability to develop innovative solutions to problems.

Critical Thinking — Ability to reason logically, to recognise assumptions and to evaluate the strengths and weaknesses of proposals.

Decision Making — Willingness to make decisions, render judgements and take action; decisive.

Delegation — Effective use of staff and other resources. Knowledge of when, how and to whom to delegate. Appropriate allocation of decision-making and other responsibilities.

Energy — Ability to create and maintain a level of effective output, capacity to work hard; drive; stamina.

Environmental Awareness — Sensitivity to changes in economic, political, social and organisational climate and to their impact on the organisation. Aware, well-informed.

Independence — Actions are based on own convictions rather than on a desire to please. Willing to question the status quo.

Influence — Ability to create a positive impression with others and to exert influence in an assertive manner.

Initiative — Actively influences events; seeks opportunities and acts on them; originates action.

Integrity — Ability to maintain social, organisational and ethical values in all work activities.

Judgement — Ability to evaluate data and options for action and to reach sound conclusions.

Leadership — Ability to develop teamwork and optimise the use of resources to achieve team or organisational objectives. Leads by persuasion and example.

Listening — Ability to pick out important information in verbal communications. Questioning and non-verbal behaviours indicate ‘active’ listening.

Numeracy — Ability to analyse, process and present numerical information, e.g. financial and statistical data.

Oral Communication — Effectiveness of expression in one to one situations or in meetings.

Organisational Awareness — Capacity to understand the impact of own decisions and activities on other parts of the organisation.

People Development — Ability to enhance the skills and knowledge of staff through development activities both on and off the job.

Performance Management — Actively helps others to improve their performance and, when appropriate, clarifies expectations of performance and provides constructive feedback and advice.

Perseverance — Ability to stay with an issue until it is resolved or the objective is no longer attainable; tenacious.

Persuasiveness — Ability to make a persuasive, clear presentation of ideas; to convince others and to gain acceptance of proposals or plans.

Planning and Control — Ability to establish a systematic course of action to achieve an objective effectively and efficiently. Appreciation of the need to monitor and control plans.

Problem Analysis — Effectiveness in identifying problems, seeking relevant data, recognising important information, and diagnosing possible causes.

Risk Management — Willingness to take calculated risks appropriately, in order to obtain organisational benefit.

Self-Development — Capacity for continuous learning; ability to assimilate and apply new information and the lessons of experience.

Self-Motivation — Importance of work activity for personal satisfaction; the need to achieve high quality performance for self-esteem.

Strategic Thinking — Ability to develop a clear vision of the future incorporating wide ranging environmental issues and long-term thinking.

Stress Tolerance — Ability to maintain stable performance under pressure or opposition, and to make controlled responses in a stressful situation; resilient.

Teamwork — Willingness to participate as a member of a team. Effective contributor even when the team is working on something of no direct personal interest.

Work Quality — Sets and expects high standards of performance. Encourages above average performance.

Written Communication — Able to express ideas and transmit information clearly in writing.