The terms Skills and Competencies are used, virtually, interchangeably. But this really is not the case. So, we make an attempt at defining the difference between Skills and Competencies, and providing some insight into the different types of Competencies and the level of criticality of Competencies in organisations.

These definitions were extracted from a number of different sources, but they all seem to say, more-or-less, the same thing:.

Competencies, therefore, may incorporate a skill, but are MORE than the skill, they include abilities and behaviours, as well as knowledge that is fundamental to the use of a skill. To effectively write a computer program one needs good analytical, logical, and interpretive ability as well as the skill to write the program in a specific language.

But underlying the ability to use that skill effectively is analytical, logical and interpretive ability — those are Competencies. The reason that we suggest this is because it is relatively easy to learn other programming languages once one knows one language well and I talk from personal experience. However, without the underlying Competence, it is virtually impossible to write an effective program — irrespective of the language.

In any organisation there are some Competencies that are more important than others, based on different criteria:. When implementing Competency Management it is important therefore to understand the difference between Skills and Competencies as well as the different types of Competencies needed in the organisation.

It is also extremely important to categorise the Competencies so that investments in core HR initiatives, such as Development, Workforce Planning, Career Management, etc. Skip to content Menu Close Skills vs Competencies. Gail Sturgess December 6, Competency Management.

ZAR South African rand.They are often mentioned in many Human Resources related materials, as well as in career and job communications. It is the condition that permits an individual to acquire the power and ability to learn and do something within their capacity. A person with a capability has the potential to acquire a specific ability or skill that will be helpful in a task. Capabilities also improve the functions of a person, which can lead to more productivity.

New skills and abilities make a person more capable to complete a certain taskwhich in turn makes them a more suitable candidate for certain job positions. With time and practice, capabilities can develop into competence. Capabilities serve as the starting point of being able to do something and gradually becoming more adept in performing the task. The improved skills and abilities are applied to tasks or jobs. Competence can also result in an increased quality of work or performance.

In return, the work and performance will produce more satisfying and favorable results from other parties like clients, bosses, and other relevant individuals. In a sense, competence is the proven abilities and improved capabilities. Competence can include a combination of knowledge, basic requirements capabilitiesskills, abilities, behavior, and attitude. Cite Celine. July 28, Name required. Email required. Please note: comment moderation is enabled and may delay your comment. There is no need to resubmit your comment.

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Both words are often met in job advertisements or personnel assessments. Within this condition there is a potential for improvement of skills. Capabilities lead to competence. An individual with capabilities can acquire a new skillset or knowledge by learning and practicing. Competence serves as a result of the application of capabilities.This website uses cookies.

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examples of competencies and capabilities

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examples of competencies and capabilities

Learn about our Research Advisory Group and what it can do for your organisation. Products and Services for effective management of the workforce. COVID is rapidly changing how businesses operate. We recognize that organizations need an extra helping hand right now. Sign up today and our Workforce Success team will gladly provide a personal, online walkthrough of our platform to help you get started. Each competency includes a definition and the observable behaviors that may indicate the existence of a competency in a person.

Fostering Teamwork: As a team member, the ability and desire to work cooperatively with others on a team; as a team leader, the ability to demonstrate interest, skill, and success in getting groups to learn to work together.

Developing Others: The ability to delegate responsibility and to work with others and coach them to develop their capabilities.

Attention to Communication: The ability to ensure that information is passed on to others who should be kept informed. Oral Communication: The ability to express oneself clearly in conversations and interactions with others.

Persuasive Communication: The ability to plan and deliver oral and written communications that make an impact and persuade their intended audiences. Building Collaborative Relationships: The ability to develop, maintain, and strengthen partnerships with others inside or outside the organization who can provide information, assistance, and support.

Diagnostic Information Gathering: The ability to identify the information needed to clarify a situation, seek that information from appropriate sources, and use skillful questioning to draw out the information, when others are reluctant to disclose it. Analytical Thinking: The ability to tackle a problem by using a logical, systematic, sequential approach.

Forward Thinking: The ability to anticipate the implications and consequences of situations and take appropriate action to be prepared for possible contingencies. Conceptual Thinking: The ability to find effective solutions by taking a holistic, abstract, or theoretical perspective.

Technical Expertise: The ability to demonstrate depth of knowledge and skill in a technical area. Initiative: Identifying what needs to be done and doing it before being asked or before the situation requires it. Entrepreneurial Orientation: The ability to look for and seize profitable business opportunities; willingness to take calculated risks to achieve business goals. Fostering Innovation: The ability to develop, sponsor, or support the introduction of new and improved method, products, procedures, or technologies.

Stress Management: The ability to keep functioning effectively when under pressure and maintain self control in the face of hostility or provocation.In my last postI discussed the core capabilities identified in the National Response Framework and suggested that, rather than becoming experts in all 35 capabilities, we instead focus on the crosscutting capabilities of operational coordination, planning and public information.

First, I would like to clear up just a bit of confusion over terminology.

examples of competencies and capabilities

In my previous post, I was discussing the specific capabilities identified in the National Response Framework. This should not be confused with competencies. Capabilities pertain to the organization; competencies pertain to the individual. Identifying core capabilities i. Several respondents pointed out that in smaller jurisdictions the emergency manager may well serve as incident commander or be expected to perform duties in the field.

In addition, there are, in fact, areas of emergency management, for example floodplain management, that require specialization. Both of these examples highlight the need for a taxonomy that acknowledges the different demands of different jurisdictions and a competency framework that recognizes that different jobs in emergency management require different levels and types competencies.

This is where the importance of defining core capabilities becomes apparent. If these capabilities are indeed central to what we do, one would expect that they would remain the same for all emergency managers, regardless of the organization they serve or the positions they hold. Competencies, on the other hand, could vary from position to position based on the specific needs of the job.

That having been said, I think it is absolutely essential that we develop a true sense of identity. That is, we need to recognize the uniqueness that we bring to disaster operations.

It is well past time that we recognize that the stakeholders with whom we work are the experts in their fields but that we are experts in something a bit different. What we bring to the table is a strategic vision that helps tie together the efforts of these experts.

That brings us back to the core capabilities of planning and operational coordination. Technology can go a long way toward improving the work DMVs must do in the wake of new federal requirements like Real ID or disruptions like a global pandemic.

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This website uses cookies in order to offer you the most relevant information. Managing Crisis. Competencies and Capabilities: Is There a Difference?These are the 12 core competencies that have been identified as critical for successful job performance. Different jobs demand different competencies, however these twelve competencies are the most commonly recognized behaviors required for success in nearly all career fields.

Organizations will explore these key competencies in the job interview by asking competency-based interview questions, otherwise known as behavioral interview questions. You will find many different definitions of this concept.

Generally a competency is described as the knowledge, skills and behavioral attributes necessary for acceptable job performance. Knowledge refers to previous education and experience, skills refers to the technical or practical skills required to perform the job and behavioral attributes refer to personality characteristics that are key to successful job performance.

Key Actions. Decision Making. Work Standards. Problem Solving. Planning and Organizing. Stress Tolerance. This is done by asking the job candidate competency-based or behavioral interview questions that explore these competencies. A competency-based interview question will ask the candidate to provide an example of when he or she displayed the required competence or behavior in the past.

For example:. What steps did you take to sort it out? A more detailed explanation of this type of job interview can be found at the behavioral interview guide. Exploring the 12 Core Competencies. A list of behavioral or competency-based interview questions with sample behavioral interview answers can be found at behavioral interview questions. Behavioral Interview Answers.

Go to job-related competencies to find out the competencies relevant to different job types. Find out about management competencies at What Makes a Good Manager? List of Job Skills. Job Descriptions. Visit these job description samples to find which competencies are required for your specific job opportunity. Job Descriptions for over 70 different jobs.

Job Interview Guides for assessing the key competencies required for over 35 different jobs. Highlight relevant job competencies in your resume and cover letter. Interview Preparation. Interview Tips. Interview Guides. After the Interview. The Job Offer. Cover Letters. Latest News. About Us.

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What are the 12 Core Competencies?Last Updated: 12 December When starting a job search you should be aware of core competencies and how employers use them to determine your suitability for a particular role. In essence, core competencies are a group of skills or attributes that employees need to carry out their work effectively.

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Competencies can vary between different industries and levels of seniority, though the majority are found across many industries. They are often sprinkled throughout job descriptions and person specifications. As part of your application you will need to demonstrate how you meet each of the core competencies identified by the employer.

31 Core Competencies Explained

This guide outlines the most popular competencies that you will come across during your job search. Managing people is usually a competency reserved for supervisory or managerial roles but it can also be expected of junior staff. Being able to manage employees may form a significant part of your role.

It is therefore important that you can demonstrate superior people management skills. This core competency can range from identifying training and development opportunities through to helping individual employees update their knowledge of emerging technologies.

It can also involve skills development, so that employees can go for promotions or increase their responsibilities. In a number of roles, employers will want to see that you are committed to developing your skills and you are willing to participate in training and development. This is a continuous process which involves making sure that employee performance contributes to the goals of the department and the wider business. This competency may be included in the person specification. Within your application, you should demonstrate how you help the organisation achieve its goals, how you maintain high standards, what you do when performance problems arise and how you develop your own performance through training or shadowing.

In certain roles, particularly technical jobs in IT or programming, you may be expected to provide coaching and mentor junior staff. Managers should also possess these skills. In your application you should be able to demonstrate how you have worked with colleagues or partners to offer coaching and mentoring to improve their practice, enhance their skills or advance their knowledge. It takes a certain aptitude to coach and mentor staff, so you must be able to convey how you have used this skill in the past and how you can relate it to the role you are applying for.

Employers need to know that you can work collaboratively as part of a team to meet defined objectives. People who possess this competency will encourage information sharing and partnership working, and actively encourage others to participate in the decision making process.

Resources, Competencies and Distinctive Capabilities

Team building is important at every level within an organisation, not just at managerial level. Through your application and interview you should be able to demonstrate your ability to work across departments, help colleagues outside of your immediate working group and obtain feedback to see how colleagues could work together more cohesively. Personal development is a career-long process and is a way to regularly assess your skills and capabilities, consider your goals and maximise your potential.

There are a number of ways in which you can improve your own development in the workplace, such as re-evaluating your time, conducting a skills appraisal, reviewing your transferable skills or overcoming any barriers to acquire a new skill.

Demonstrating a commitment to quality means that you take pride in your work and strive to deliver the best possible results. You should always be looking for opportunities to improve the way you work, generate ideas for streamlining processes and thoroughly check your work.

Resilience, determination and innovation are all qualities that you should emphasise if this core competency is required. This could be either in a project-based role or a technical capacity.

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Setting out your ideas and thoughts in a logical pattern using mind maps is an essential skill in these types of roles. Employers look favourably on employees who are committed to career progression and development. It shows that you are driven, committed and aim to deliver the very best that you can for the business.Capability-based strategies are based on the notion that internal resources and core competencies derived from distinctive capabilities provide the strategy platform that underlies a firm's long-term profitability.

Evaluation of these capabilities begins with a company capability profile, which examines a company's strengths and weaknesses in four key areas:. Then a SWOT analysis is carried out to determine whether the company has the strengths necessary to deal with the specific forces in the external environment.

This analysis enables managers to identify:. The picture identified by the SWOT analysis helps to suggest which type of strategy, or strategic thrust the firm should use to gain competitive advantage.

Stalk, Evans and Schulman have identified four principles that serve as guidelines to achieving capability-based competition:. Capability-based strategies, sometimes referred to as the resource-based view of the firm, are determined by a those internal resources and capabilities that provide the platform for the firm's strategy and b those resources and capabilities that are the primary source of profit for the firm. A key management function is to identify what resource gaps need to be filled in order to maintain a competitive edge where these capabilities are required.

At the bottom of the pyramid are the basic resources a firm has compiled over time. They can be categorised as technical factors, competitive factors, managerial factors, and financial factors.

Core competencies can be defined as the unique combination of the resources and experiences of a particular firm.

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It takes time to build these core competencies and they are difficult to imitate. Critical to sustaining these core competencies are their:. Research at Cambridge. Toggle navigation Toggle navigation. Decision Support Tools. Capabilities and Competences Capability-based strategies are based on the notion that internal resources and core competencies derived from distinctive capabilities provide the strategy platform that underlies a firm's long-term profitability.

Evaluation of these capabilities begins with a company capability profile, which examines a company's strengths and weaknesses in four key areas: managerial marketing financial technical Then a SWOT analysis is carried out to determine whether the company has the strengths necessary to deal with the specific forces in the external environment. This analysis enables managers to identify: external threats and opportunities, and distinct competencies that can ward off the threats and compensate for weaknesses.

Stalk, Evans and Schulman have identified four principles that serve as guidelines to achieving capability-based competition: Corporate strategy does not depend on products or markets but on business processes.

Key strategic processes are needed to consistently provide superior value to the customer. Investment is made in capability, not functions or SBUs. The CEO must champion the capability-based strategy. Several levels can be established in defining the firm's overall strategy platform see figure.

Critical to sustaining these core competencies are their: Durability - their life span is longer than individual product or technology life-cycles, as are the life spans of resources used to generate them, including people. Intransparency - it is difficult for competitors to imitate these competencies quickly. Immobility - these capabilities and resources are difficult to transfer.

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