What is competencies skills

Most job descriptions can be broadly considered to be either skills-based or competency-based. They differ in that skills-based job descriptions typically consist of the job title, responsibilities and skills required, whereas competency-based job descriptions tend to take a more holistic approach by also considering the behaviours that will lead to success in the job. A skills-based job description, then, might state a preference for you to have a BA in accounting or finance, at least three years of accounting experience and strong proficiency in Xero or Excel.

Such job descriptions make a connection between the skills, knowledge and behaviour of the candidate — in other words, how they apply their skills and knowledge, instead of merely what skills and knowledge they possess. It is a more inclusive way of communicating what the candidate requires to do the job well.

So, a competency-based job description might also include the need for analytical thinking, teamwork and a client focus. This will enable you to pick out the relevant opportunities to truthfully mirror the skills and competencies in the job description with those on your CV.

So first of all, determine whether the job description is skills or competency-based, or a mixture of the two, so that you can tailor your CV to what the reader is looking for. Identify the skills and competencies you possess that are required to perform the specific job you are applying for. You should also incorporate your relevant skills and competencies throughout the work experience section of your CV — for example, in the case of a previous finance role, competencies such as conflict management, change management and strategic agility may be relevant in addition to your technical and soft skills.

Crucially, remember to also communicate the quantifiable results you were able to deliver because of your competencies and skills. When it comes time for a job interview, you need to reiterate both your relevant skills and competencies to the interviewer. Along with asking specific questions to determine your technical and soft skills, expect to be asked competency-based interview questions.

Remember, competency-based questions aim to test for specific attributes. You may therefore be asked to explain how you resolved a tricky work situation in the past or how you previously worked alongside other team members to achieve a good result.

We look forward to connecting! Learn More! Skills vs Competencies. How Skills and Competencies Are Different. Skills and competencies are NOT the same thing. What is a skill? Skills Examples. Playing Piano Physically playing the piano can be considered a skill. Ironing Clothes Believe it or not, there are many people out there that do not know how to iron clothes. Using Microsoft Excel Knowing how to use Microsoft Excel is an example of a skill, as would knowing how to use any other tool for its intended purpose.

What is a competency? Skills vs Competencies So how do things like stress tolerance and confidence differ from something like physically playing the piano? Skills vs Competencies You can learn the skill of ironing, but can you learn motivation and commitment to excellence? Skills vs Competencies You can be taught how to use Excel and hone your skills through experience. Skills and Competencies Summary. Using Competencies in Practice At SpriggHR, we believe that competency alignment is an important part of effectively defining the role of an individual or group of individuals within a company.

Ready to learn more about how we use competencies to drive performance? Request a Demo. Follow us on LinkedIn! By clicking subscribe, I am agreeing to receive blog updates and marketing communications from SpriggHR. Request a Free Demo. We'd love to show you around! In this way, we see how someone can be competent in the absence of skill.

You may have noticed that competency is still somewhat nebulous. This is because a competency can exist with or without skills. It can be made up of one or more skills, talent, knowledge base, propensity, or even in-born tendencies. Competencies begin to shine when we add skills and experience to them.

Cooperation: Like negotiation, the ability to cooperate is about getting the most out of a team. This is an important leadership trait. Spacial relations: People who are good at solving puzzles and engineers tend to have a good sense of size, proportion, and mechanics.

Language: Some people are better at expressing ideas than others. Some people are dreadfully articulate and yet lack the ability to do sales or debate.

Common competencies tend to be things we are born with a talent for, enjoy, and spend time doing. Some school-age children are better at sports than others. They enjoy it more as a result and tend to keep it up. The same goes for writing, playing Chess, dancing, math, video games… you name it. You may be born with a talent. You may even be born with a tendency for competence in a given area. It might help to think of a given competency as similar to a good camping spot. A good camping spot appears naturally through proximity to trees, mountains, rivers, and a nice smooth spot of ground.

But we build on it by adding shelter, amenities, and utilities- which we can compare to skills. Of course, we are born knowing very little except how to cling to our mothers.

But knowledge competencies develop with time, effort, and interest. Here are a few examples of knowledge competence. Core competencies meaning: a skill, ability, or capacity without which a task, job, or endeavor cannot be completed. Core competencies are those that make a person successful at a given endeavor. Every employee must have competencies that are core to the job. A typist must be able to type rapidly. Many of the competencies from the overview of 62 competencies overlap or have a lot in common, such as for example the competencies determination, discipline and perseverance.

As a result, you run the risk of organisations or employees always choosing the same type of overlapping competencies, creating a lopsided picture. To this end, competencies known from scientific literature, government agencies and consultancy firms have been studied. The result is a set of 16 competencies. Each competency is stand-alone and has little or no overlap with the other competencies.

Collectively they form the most frequently occurring professional competencies in the field of work and career.