A competency assessment is the assessment of somebody’s capabilities towards the requirements of their job. Those necessities are defined in a competency model. To be valuable, competency models should include only tasks and skills which can be critical to success in the function, not every activity they perform of their job (which comes from a traditional job task analysis).
The evaluation is performed on those identified tasks and skills for which a score is selected based mostly upon how they try this task, which defines their proficiency level. In other words, a competency evaluation measures how (behaviors) someone does the what (task or skill). The individual’s chosen proficiency level is then compared with the goal level, defining proficiency or skill gaps for every task and skill.

For example, a manager assessment without a self-evaluation will not provide the results you seek since there will be no purchase-in to the results. Start with a self-assessment, add a manager evaluation, and optionally add these from subject matter experts.

Most organizations are blissfully unaware of the quantity and measurement of their skill gaps. They know they have them, but they don’t know how large or widespread they are, they usually can’t inform organizational plans, priorities, and strategy. Think about that for a moment. When you don’t know what you may and can’t do, how can you be successful? How can you actually define your organization’s strengths, which opportunities it is best to pursue, or what you must do about it?
In case you are a senior leader and also you don’t have competency evaluation data or skill hole analysis, you need to be scared. You’re making selections which might be primarily based on inadequate data. When it involves understanding organizational capability, you don’t must be in the dark. A competency evaluation shows us the light. After which the perfect choices can be made, including where we need to upskill and reskill staff.

If you're in a learning, expertise, or effectiveness position, you're capable of eliminating this data void. Delivering competency assessments and utilizing them to create a culture of learning such that upskilling and reskilling can occur constantly, ought to be part of your job description. Typically, that is ensuring that individuals have the skills required to do their current and future jobs. Without skills assessment data, you have no ability to mitigate skill gaps effectively.

When you know who does and doesn’t have the required skills:

You can provide personalized learning to shut these gaps.
You can pair high performers of a particular skill with those who have that skill gap to close gaps quickly with task-based mentoring.
Your expertise acquisition strategy could be more centered so that you hire these with the skills the organization lacks.

A competency assessment can also be used by individuals to assess their readiness for different roles. Individuals will no longer make assumptions about their readiness for a role or guess at the necessities—they will really know. They'll use the personalized learning recommendations as a career development plan template to take particular action to plan for the function they desire.

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