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Knowledge of competencies and competency modeling has become a necessity among human resource professionals who are looking for better strategic talent management in their organization.

And this is not without any reason.  Research suggests that some individuals may be 20 times more productive than others.

 If developing talent is critical to the future success of organizations, then understanding and using competencies to create a more talented workforce is key to maintaining a competitive edge.

Competencies are not about duties, they are about people.

Competencies focus on the characteristics of people who are successful performing the work. Competencies are part of people, not the work they do. Competencies do better in pinpointing the unique characteristics of people that lead to success.

Below we have provided an example from workforce.com about few competencies which are necessary to lead others:

  1. Establishing Focus: The ability to develop and communicate goals in support of the business’ mission.
  • Acts to align own unit’s goals with the strategic direction of the business.
  • Ensures that people in the unit understand how their work relates to the business’ mission.
  • Ensures that everyone understands and identifies with the unit’s mission.
  • Ensures that the unit develops goals and a plan to help fulfill the business’ mission.
  1. Providing Motivational Support: The ability to enhance others’ commitment to their work.
  • Recognizes and rewards people for their achievements.
  • Acknowledges and thanks people for their contributions.
  • Expresses pride in the group and encourages people to feel good about their accomplishments.
  • Finds creative ways to make people’s work rewarding.
  • Signals own commitment to a process by being personally present and involved at key events.
  • Identifies and promptly tackles morale problems.
  • Gives talks or presentations that energize groups.
  1. 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.

Behaviours for Team Members

  • Listens and responds constructively to other team members’ ideas.
  • Offers support for others’ ideas and proposals.
  • Is open with other team members about his/her concerns.
  • Expresses disagreement constructively (e.g., by emphasizing points of agreement, suggesting alternatives that may be acceptable to the group).
  • Reinforces team members for their contributions.
  • Gives honest and constructive feedback to other team members.
  • Aids others when they need it.
  • Works for solutions that all team members can support.
  • Shares his/her expertise with others.
  • Seeks opportunities to work on teams to develop experience and knowledge.
  • Provides assistance, information, or other support to others, to build or maintain relationships with them.

Behaviours for Team Leaders


  • Provides opportunities for people to learn to work together as a team.
  • Enlists the active participation of everyone.
  • Promotes cooperation with other work units.
  • Ensures that all team members are treated fairly.
  • Recognizes and encourages the behaviours that contribute to teamwork.