Advice 1: What is the competence of the

The word "competence" originates from the Latin verb "соmpeto" - seek match. Competence is the ability, knowledge, and skills of a specialist, by which he solves any problem or achieves the desired results.
What is the competence of the

When assessing staff competence understand the formal requirements for the personal and professional qualities of employees. The company spells out specific sets of key competencies for different staff normally consists of 5-9 signs. They serve as a basis for making management decisions in the appointment or refusal. In law, this term refers to the circle of the legally established authority of a particular organ or official. Types of competencies: professional (refer to the specific technological process); - professional (refer to the different elements of the employment environment - effective collaboration with other employees, ability to implement and improve its labor activity); - key, or base (the need to acquire new knowledge, adapt to new requirements and situations). Core competence in turn is further subdivided into several types. Communicative competence - the ability to communicate and love to do it. Do not have to know everything, it is often enough to know who knows the answer to the question. Communicative competent person can easily forge relationships, gaining social capital. Information and communication competence is a continuation or Supplement of communicative competence. Only instead of meeting with the right people here is the ability to find the answers you need in information sources - the Internet, first and foremost. Modern means of communication offer a huge choice of possibilities. Social competence is the knowledge of the laws and customs of society, the ability to live in it. Self-management is the ability to manage themselves and their lives. The term "competence" was first used by American sociologist Robert white in 1959. He identified competence as an effective interaction of the individual with the environment. In the early 70-ies of the 20th century was the first serious study on the development of competencies. At that time recruitment has traditionally been carried out by exam - tested knowledge of General subjects, American history, the rules of the English language and some knowledge of Economics. But this approach had serious shortcomings - tests would hardly pass linguistic minorities, in addition, scores did not guarantee success. David McClelland developed the concept of behavioural competencies, which defines the behavior of successful leaders. I have compiled a list of 19 common competencies. In 1989 he established the model of competences of entrepreneurs, salespeople, employees of various organizations. Examples of managerial competencies is to influence, analytical thinking, orientation on achievement, self-confidence, teamwork, cooperation and other. Of course, the ideal employees, who have all competencies will be harmoniously developed, almost impossible to find. In the case of uneven development, some competences can be supplemented by others. With the help of competency solve such problems as staff recruitment, appraisal of the event, adaptation of new employees, incentive programs, formation of personnel reserve, training and development of employees, development of corporate culture. For the assessment of competencies used by professional and psychological tests, projective techniques, group discussions, business games and other activities.

Advice 2 : The time value for the evaluation of competence and knowledge

One of the problems is the commitment to the system of evaluation of knowledge and competence, which assures both the candidate and his supervisor that the time spent is worth it, and that it is necessary to have sufficient resources dedicated to this process.
The time value for the evaluation of competence and knowledge

The advantage of this quantitative system is to develop skills that provide the necessary verification documentation which reflects that the work was carried out by those who dealt with the necessary professional standards within the quality management process. Persuading people can be very difficult, especially when people believe that they operated for a considerable time. It is desirable to use such a term as "proof of competence" in order to determine the evaluation system, but not the term "demonstration of competence", since it is assumed that before the evaluation the candidate may not yet be competent.

For high usability, such as manufacturing, installation or maintenance the most accurate valuation method is generally a method of checking work of the candidate. Any knowledge that could not be derived from observations, but which are required for the collection of professional standards, will be removed from the survey or test. The candidate engaged in activities valued in the workplace, and probably carries out this activity in a normal manner. Downtime (unproductive time of the work) of the candidate and then limit the answers to any questions raised by the candidate.

However, this is not so for many engineers and managers, including design engineers and designers, who carry out their work mainly at the table. Activities usually done over a longer period of time, covering the discussion and analysis that are difficult to observe in action, and the candidate may need to collect information, meetings, etc., before the result can be demonstrated. In this case, the traditional method of assessment of managers and engineers is their personal report that reflects how they did their job and collected a portfolio of documentary evidence used by their professional standards.

There are tendencies to refuse additional work to demonstrate that "doing their job properly", especially in an atmosphere where there is little free time for personal development, yet financial incentives or required in the contract or regulatory requirements. There is also the "expert time" to consider as probable the lack of experts at the highest level. Assessors should be professionally competent at the level of the candidate as well as the expert level. Many organizations feel that the engineers and managers at this level are more productive in the performance of duties of the engineers and managers of the experts.

Therefore, in order to obtain the recognition of a competence evaluation system and knowledge, it is necessary that this process not become a burden of time for both candidate and examiner.

Is the advice useful?