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Competency Library – what it means?

Competency Libraries include all or most of the general job specific competencies needed to cover all job families and competencies that are essential to all jobs within an organization (e.g., teamwork; adaptability; communication).

Advanced Competency libraries define and cluster competencies that are more closely related to the knowledge and skills needed for specific jobs or functions (e.g., IT skills, financial administration skills).

The primary purpose of a Competency library is to help the HR Managers and management officers to understand and define important workplace behaviours of all staff members (supervisors and non-supervisors).

One thing HR mangers should remember that competency library helps to describe “how” work gets accomplished (by engaging knowledge, skills, and abilities). They represent few important dimension of work. They cannot work as a catalyst to “what” gets accomplished in terms of results, responsibilities, deliverables, or specific project objectives. Competency library is a guideline which suggests strategies like talent management strategies, ELC management strategies, employee engagement strategies which are used to plan, guide, and develop behaviour/performance of your employees. The performance outcome depends on the drive and diligence of your HR and management teams.


Competency Library – what it has?

Competency Library contains these things:

(This is for illustrative purpose only, not to be used in practical purpose)


Description Example
Name of the competency ASSERTIVENESS
Definition of the competency

Assertiveness is the quality of being self-assured and confident without being aggressive. Assertive people are extroverts who like to speak out not being aggressively and dominantly, but they take charge, and direct the activity of others.Assertive leaders never hurt others’ rights.

Self-explanation of the scales of those competencies

Assertiveness(scale starter)
The employee:

  • rarely speaks with clarity, often hesitates, stutters or uses “fillers”, e.g. “um”, “ah”.
  • is uncomfortable with presenting and defending an argument in a professional situation
  • is very uncomfortable with conflict and struggles to articulate themselves
  • has little belief in their own ideas

Assertiveness(scale starter)
The employee:

  • speaks clearly and smoothly at times, but sometimes falls back on hesitation and fillers
  • can sometimes stand up for their argument in a work situation
  • is occasionally able to handle conflict calmly, but sometimes becomes ruffled
  • sometimes has confidence in their own ideas at work

Assertiveness (scale moderate)
The employee:

  • is as likely as most to speaks clearly, avoiding hesitation, stuttering or fillers
  • is as capable as most of defending their argument in a work discussion
  • is as likely as most to remain unruffled and able to think and communicate clearly during conflict
  • shows as much belief as most people in their own ideas

These scales will go up to advanced level.

Questions for Interview to be asked to candidates based on his job-match report.

Tell me about a situation when assertiveness was required to make your point.

  • How did you communicate your argument?
  • What would you have done differently?

Give me an example of a time when you had to navigate a conflict at work.

  • How were you able to keep a calm demeanour?
  • What did you learn about assertively handling conflict?