The recruitment and selection of professionals and managers is one of the most significant and costly investments an organization can make. Risks can be high, and the cost of a bad hire can have a tremendous impact on time, money and company culture.
A competence and competency-based approach to recruitment and selection of professionals and managers can help your organization make it an effective and successful investment of time, money and expertise.
Such an approach will help ensure that:
- The organization is clear regarding the competencies and skill sets required by the job
- The selection processes encourage a good fit between individuals and their jobs
- Managers and staff have the required skills and competencies
- Individual competence and competencies are matched to the requirements of the position, the fit of the person with the immediate team, the overall cultural fit, and the particular challenge
- A good process can also support and sell the decision internally if it is determined that an external candidate is the best choice for the position
What is the difference between Competences and Competencies?
A definition of competence: Capability to carry out a defined function effectively.
A definition of competency: The description of the knowledge, skills, experience and attributes necessary to carry out a defined function effectively.
In short, a competence’s focus in on the what and the competency’s focus is on the how.
Competencies naturally cluster into three groups:
- Cognitive (thinking)
- Affective (feeling/relating)
- Conative (acting)
The Alder Koten process for competence and competency based recruitment
Step 1: Define. We define a position specification using our framework and in a collaborative approach that is based on a thorough understanding of the strategic, cultural, financial and operational issues our clients face. This project specification becomes the benchmark throughout the project. This will include success factors based on the Success Model of our Framework and key competencies and skills based on our Development Model. Both supported and defined using our competency model.
Step 2: Target. We then use the specification to develop a structured search strategy that is used as the roadmap for the project. This includes defining target organizations that we know typically have the culture, business model, industry, process and product expertise that our client requires.
Step 3: Approach. We identify talent through industry knowledge, business intelligence, and targeted market mapping. We use the search strategy to reach out to individuals in the targeted organizations and positions and gauge interest in our clients’ position and organization.
Step 4: Assess. Interested candidates are then assessed against the defined project specification.
Step 5: Present. Candidates that are interested and fit the requirements based on the project specification are presented to our client for an interview.
Step 6: Verify. 360 reference checks are performed on candidates that are selected for an interview with our clients. These are done within the context of the project specification and designed to validate the same elements evaluated by our consultants. For example: If the project specification defines the successful candidate as someone with proven turn-around experience, and our consultants assessed that the candidate has proven turn-around experience, we specifically ask the reference about his/her perception of the candidate’s performance in a turn-around situation.
About Alder Koten
Alder Koten helps shape organizations through a combination of research, executive search, cultural & leadership assessment, and other talent advisory services. Our recruiters and executive search consultants bring to the recruiting process an in-depth understanding of the market conditions and strategic talent issues faced by clients within their particular industry. Our leadership consultants provide advisory services that are crafted to be collaborative, responsive, pragmatic, and results oriented. Focused on expanding the capabilities of the organization through talent.
