Gestión por competencias

Abstract

Since the late 1960s and early 1970s there was an interest in skills in industrial and organizational psychology area. Studies were published, which showed that the test of skills and knowledge, as well as titles and merits academics did not serve to predict the performance at job or success in life.These studies guide McClelland to identify the principles with that carry out the investigations to find some variables which would serve to predict the behavior at job. The most important principles were the followings: Using representative samples: comparing successful people at their job with others who had not obtained success. The aim, to identify personal characteristics associated with success. To identify operational behaviors with the favorable results. The competency is defined as “the underlying characteristics of a person that are causally related to the behavior and successful action in their professional activity”. Competencies are defined as the combination of knowledge, skills and attitudes that people use in different real situations at job, according to their own standards satisfactory performance of each professional area. Competences support different classifications, depending on the objective of each classification. Key competences (which a person must have to access to the labor market), transversal competences (common to several professional qualifications), specific competences (own qualifications). Another aspect to consider in management skills is that they must have certain features to be useful and understandable to the entire organization, ie, the company. s to obtain profit From this point of view we must consider that the company is a goal oriented organization, business or corporate purpose, with which wants to obtain profit.The traditional interview processes investigate about the previous experience of a candidate, to know its intelligence and its job position held. However, new proposals of job interview, focused in the candidate competences, investigate through less obvious elements but that direct and control much behavior. The interview, focused on competences, consists in finding evidence of situational in past linked to competencies analyzed, asking about situations and difficulties that the candidate have had to face.In summary, the interview based in competences asks about specific details to get an idea of the person “in action” (what he said, did, though and felt at that time), especially focusing on the experience of the last 12 or at least 24 months. The aim of this “TFG” is to study the implementation of management skills in an organization to recognize what were the obstacles that can be found to implement a competence management model. To know what model has been applied, and also to identify and compare with knowledge acquired in the study.