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1. Introduction……………………………………………………………..2

2. Professional competence…………………………………...4

3. Types professional competence………………………...5

4. Managerial culture as a leading component of the professional competence of a modern manager…………………………………………………………...7

5. Competence of a manager……………………………………………9

6. Conclusion………………………………………………………14

7. List of references……………………………..15

Introduction.

Today in the scientific literature there is an extremely diverse interpretation of the concepts of “competence”, “competence” and “competency-based approach”.

Some researchers believe that “the founder of the competence approach was Aristotle, who studied the possibilities of the human condition, denoted by the Greek “atere” - “a force that has developed and improved to such an extent that it has become characteristic feature personalities" Zimnyaya I.A. Key competencies as a result-target basis of a competency-based approach in education.

N.I. Almazova defines competencies as knowledge and skills in a certain field of human activity, and competence is the high-quality use of competencies. Another definition of competence was given by N.N. Nechaev: “A thorough knowledge of one’s business, the essence of the work being performed, complex connections, phenomena and processes, possible ways and means to achieve the intended goals" Nechaev N.N., Reznitskaya G.I. Formation communicative competence as a condition for the development of professional consciousness of a specialist. The famous psychologist B.D. spoke most wittily on this topic. Elkonin: “The competency-based approach is like a ghost: everyone talks about it, but few have seen it” Elkonin B.D.

Representatives of the scientific and academic community believe that competence is a subject area in which an individual is knowledgeable and shows readiness to perform activities, and competence is an integrated characteristic of personality traits, acting as a result of preparing a graduate to perform activities in certain areas. In other words, competence is knowledge, and competence is skills (actions). In contrast to the term “qualification,” competencies include, in addition to purely professional knowledge and skills that characterize qualifications, qualities such as initiative, cooperation, the ability to work in a group, communication skills, the ability to learn, evaluate, think logically, select and use information.

From the point of view of business practitioners, professional competencies are the ability of a subject professional activity carry out work in accordance with job requirements. The latter represent the tasks and standards for their implementation adopted in the organization or industry. This point of view is very consonant with the position of representatives of the British school of occupational psychology, who mainly adhere to the functional approach, according to which professional competencies are understood as the ability to act in accordance with the standards of work performance. This approach focuses not on personal characteristics, but on performance standards and is based on a description of tasks and expected results. In turn, representatives American school Occupational psychologists, as a rule, are supporters of the personal approach - they prioritize the characteristics of the individual that allow her to achieve results at work. From their point of view, core competencies can be described by KSAO standards, which include:

knowledge

· skills;

· abilities;

· other characteristics (other).

Experts note that the use of such a simple formula to describe key competencies is associated with difficulties in defining and diagnosing two of its elements: knowledge and skills (KS) are much easier to define than abilities and other characteristics (AO) (in particular, due to the abstractness of the latter). In addition, at different times and among different authors, the letter “A” meant different concepts (for example, attitude), and the letter “O” was completely absent from the abbreviation (used to denote a physical condition, behavior, etc.).

However, you should focus specifically on skills and abilities, because:

· they play a huge role in ensuring the competitiveness of the company headed by this manager;

· either this is not taught in universities at all (unlike knowledge), or it is introduced in individual universities - in the so-called entrepreneurial universities. As a result, the market educational services is flooded with educational and training structures that compensate for the gaps in university education.

By the way, corporate universities, in addition to conducting special training programs tied to professional specifics, also train so-called soft skills (literally translated - “soft skills”, or, in other words, life skills). Examples are communications skills - communication skills, negotiation skills - negotiation skills, etc.

Professional competence.

IN explanatory dictionaries competence is defined as awareness and erudition. Professional competence is understood as a set of professional knowledge, skills, as well as methods of performing professional activities. The main components of professional competence are:

Social and legal competence - knowledge and skills in the field of interaction with public institutions and people. as well as mastery of professional communication and behavior techniques;

Special competence - preparedness for independent performance of specific types of activities, the ability to solve typical professional tasks and evaluate the results of one’s work, the ability to independently acquire new knowledge and skills in the specialty;

Personal competence - the ability for constant professional growth and advanced training, as well as self-realization in professional work;

Autocompetence is an adequate understanding of one’s social and professional characteristics and possession of technologies for overcoming professional destruction.

A.K. Markova identifies another type of competence - extreme professional competence, i.e. the ability to act in suddenly more complex conditions, in case of accidents, disruptions in technological processes.

In occupational psychology, competence is often identified with professionalism. But professionalism, as the level of performance of activities, is ensured in addition to competence, also by professional orientation and professionally important abilities.

A study of the functional development of professional competence showed that initial stages professional development of a specialist, there is relative autonomy of this process, at the stage self-execution professional activity, competence is increasingly combined with professionally important qualities.

The main levels of professional competence of the subject of activity are training, professional preparedness, professional experience and professionalism.

Types of professional competence.

Competence is understood as an individual characteristic of the degree to which a person meets the requirements of the profession. The presence of competence is judged by the result of a person’s work. Each employee is competent to the extent that the work he performs meets the requirements for the final result of this professional activity; assessing or measuring the end result is the only scientific way to judge competence. Competence specific person narrower than his professionalism. A person can be a general professional in his field, but not be competent in solving all professional issues.

Distinguish the following types professional competence:

- special competence- mastery of professional activity itself at a fairly high level, the ability to plan one’s further professional development;

- social competence- mastery of joint (group, cooperative) professional activities, cooperation, as well as the methods of professional communication accepted in this profession; Social responsibility for the results of their professional work;

- personal competence- mastery of methods of personal self-expression and self-development, means of confronting professional deformations of the individual;

- individual competence- possession of techniques for self-realization and development of individuality within the framework of the profession, readiness for professional growth, the ability for individual self-preservation, non-susceptibility to professional aging, the ability to rationally organize one’s work without overload of time and effort, to carry out work without stress, without fatigue and even with a refreshing effect.

The named types of competence essentially mean the maturity of a person in professional activity, in professional communication, in the formation of the personality of a professional, his individuality. The named types of competence may not coincide in one person. A person can be a good narrow specialist, but not be able to communicate, not be able to carry out the tasks of his development. Accordingly, we can state that he has high special competence and lower social and personal competence.

There are some general types of competence that are necessary for a person, regardless of profession. These are some key professionally important qualities and types of professional behavior that are the basis of a wide range of professions and do not lose their importance with changes in production and social practice.

Many employers invest considerable amounts of money in the development of employees in management positions. But sometimes trainings, seminars, training programs do not bring the desired result. That is why, before developing key ones, it is necessary to conduct a qualitative assessment of the skills and personal qualities of a candidate for a leadership position. A correct assessment will make it possible to develop precisely those qualities that are at a low level, or, conversely, to refuse the chosen candidate.

Professional competencies of a manager - what are necessary?

Before choosing a method for assessing a candidate for a leadership position, you need to decide which key managerial competencies you will assess. Of course, every company has a set professional competencies the leader will be different. It will depend on the position you are hiring a candidate for: line manager, top management or project manager, as well as the scope of the company’s activities. For example, for senior management, important skills will be strategic and analytical thinking, ability to manage performance and change. For a line manager - organizational skills, the ability to delegate and set tasks, for a project manager - the ability to clearly divide strategy into tactical tasks and set priorities. By the way, the higher the leadership position, the more personal qualities will influence efficiency. The higher the leadership position, the more carefully you should approach the assessment of the manager’s managerial competencies and personal qualities

Trainings for managers on key employee performance indicators are conducted by Alexey Shirokopoyas, Expert in the Development of Management Competencies. Trainer-consultant. Editor in Chief .

8-926-210-84-19. [email protected]

We determine the level of mastery of key competencies of a manager

In order to understand what key managerial competencies you will need to develop, you need to identify at what level the candidate possesses them. To do this, you need to prescribe criteria for high and low levels of proficiency for each professional competence of a manager, and then evaluate the skills and personal qualities of the applicant according to them in the chosen way. We propose to consider how the key competencies of a manager can manifest themselves using the example of delegation and stress resistance.

Delegation. In management functions, this is a basic skill for a leader. These professional competencies of a manager are essential for the development of subordinates, increasing their effectiveness and significance for the company.

Indicators of a high level of mastery of key competencies of a manager: the manager is not afraid to give employees the opportunity to take reasonable risks and try different solutions, encourages subordinates to go beyond their comfort zone and work on new tasks, easily delegates their authority to others, supports even if the employee has made a mistake, etc.

Indicators of a low level of proficiency in a manager’s professional competencies: the manager interferes in the execution of a task or allows himself to override employees’ decisions, gives little space for initiative, delegates only those tasks that carry low risks, imposes his opinion, etc.

Speaks: Svetlana Melnikova - Head of the HR Department of INEC (Moscow):

“Effective delegation requires: a clear formulation of the task, vesting the employee with the necessary powers, setting deadlines, monitoring results and always providing feedback. The presence of delegation skills can be determined during the interview with the candidate using interviews on key managerial competencies, business cases or an assessment center. Indicators of ineffective delegation and control will be: lack of understanding by the employee of the task, the task is not completed on time, excessive control of the manager over each stage of the task, the need for the manager to correct the work performed, lack of feedback with a subordinate"

When assessing the key competencies of a manager, we recommend that you also determine his leadership style. This will help to identify the personal characteristics of the leader’s behavior in the system of superior-subordinate relations. And also take into account previous work experience and the field of activity of the companies in which the applicant worked

Example of a case for assessing delegation skills

Indicators of a high level of proficiency in the key competencies of a manager: the candidate remains calm and shows flexibility in any type of stress, considers stress to be inevitable in the professional sphere and knows how to adapt to it, avoids the influence of stress on his personal life, achieves High Quality work even under pressure.

Indicators of a low level of mastery of professional competencies of a leader: stress unsettles, under conditions of high stress a person becomes disorganized, puts unnecessary pressure on others, refuses to perform priority tasks, any changes in plans or their disruption cause tension and anxiety.

Speaks: Anna Fomicheva - Ph.D., Associate Professor, HR Management Expert (Moscow):

“In my opinion, it is useful to use “collaborative” in the assessment process diagnostic work HR manager and the candidate himself. This complex includes tests to determine the general orientation of a person, tests for self-esteem, and methods for studying previous experience. So, for example, a candidate has successful startup projects, during the implementation of which he performed several roles at once (generated ideas, formed a team, organized interaction, was a “process owner”, etc.) in conditions of limited resources, deadlines and achieved a successful expected result . It can be assumed that the candidate, to one degree or another, was forced to demonstrate the ability to take responsibility, quickly choose the main thing and concentrate on it, and be stress-resistant. Therefore, in the process of assessing it, it is necessary to concentrate on identifying the degree of motivation and comfort, continue to work with increasing the level of one’s own qualities and developing the managerial key competencies of a leader.”

Examples of projective questions for assessing stress resistance

We choose a method for assessing the managerial professional competencies of a manager and his personal qualities

The first assessment of management skills and personal qualities occurs in the process of studying a resume (for internal candidates - in the process of studying an application for participation in a competition to fill a vacancy). There the candidate reflects what he can and knows. The task of the HR specialist is to identify the degree of mastery of the specified key competencies of the manager. Of course, this cannot be done by reading a resume and even collecting recommendations. Therefore, the second stage of assessment is an interview with the candidate (be sure to include projective questions), at which you can offer him several practical tasks(solving a case, participating in a role-playing game, etc.). The third stage of assessment is carried out during the probationary period, for example, by observing the work of the manager (based on the results, a scale for assessing behavior is compiled), as well as using assessment activities, for example, a “360 degree” assessment, etc.

Speaks: Anna OVCHINNIKOVA - Head of Recruitment Service at Teleperformance Russia & Ukraine:

“The ideal situation is in which the company has an accepted model of managerial professional competencies of a manager and a scheme for assessing them, as well as the practice of drawing up profiles of managerial positions, indicating the specific qualities necessary for successful work. Both the key competencies of a leader and personal qualities can be determined through a standard biographical interview with a number of small cases from the series “Imagine that you ...”, “What would you do?” or “Describe a real situation in the past in which you showed your creativity.” If the company has sufficient time and resources, and the managerial position belongs to the top echelon, it makes sense to conduct a full assessment of the professional competencies of the manager, which also includes tasks or situations that help identify personal qualities. This approach will significantly reduce the likelihood of hiring errors. Once the assessment and interview have been completed, the results must be analyzed and agreed upon, and then an informed hiring decision must be made based on them.”

Speaks: League Blank - Head of the HR department of the Globus hypermarket (Klimovsk):

“To evaluate applicants for management positions, we use the method “assessment based on the key competencies of a manager” and use standardized job profiles for this, where all the professional competencies of a manager, both professional and personal, are structured. In addition, you can use structured interviews, various cases, and testing. The most complete assessment procedure is assessment, since such an event includes various tests that help identify not only theoretical knowledge, but also behavioral indicators of certain key competencies of a manager. As a rule, during the assessment, participants perform many tasks in a group, where communication skills are especially evident. In addition to various types of expert tests, it is important to take into account the recommendations of immediate superiors, subordinates, and colleagues, using various techniques (for example, “360 degrees”). It is also necessary to analyze the result of work, which can be expressed in economic or qualitative (work with personnel) indicators, which is quite objective.”

When assessing the managerial professional competencies of a manager, also pay attention to previous work experience and the field of activity of the company in which the applicant worked

Please note that cases help to effectively assess personal qualities. You can compose them yourself, the main thing is to clearly state the criteria by which you will evaluate the degree of expression of the candidate’s qualities.

Speaks: Eldar Salakhetdinov - Head of the organizational and personnel department of ITB BANK (Moscow):

“You can assess the personal qualities of a candidate for a leadership position during an interview by asking him projective questions. You can also ask the applicant to solve a previously prepared management case, where he will be asked, as a manager, to make a number of decisions. Then ask for detailed comments on them. It is also appropriate to use the following tool: the applicant is asked to recall several difficult situations from his practice that he successfully resolved, and also to analyze a case when, in his opinion, he did not cope with the situation. Through open questions, it is necessary to find out what helped or hindered the solution of the situation, what qualities he used, what conclusions he made, etc. As a rule, these tools are enough to assess the presence of personal qualities in a candidate for a leadership position.”

Source Business World

“Competencies are the characteristics necessary for successful management activities.”

McClelland.

When considering the qualities of a person that contribute to the formation of certain work skills and the performance of certain job duties, professional and individual (personal) competencies are usually distinguished. As a rule, professional ones include those that relate to his performance of work, his official activities, intensify with a person’s professional specialization, and also reflect predominantly rational behavior in a person. In contrast, it is believed that individual (personal) competencies are those that are manifested outside of work relationships, in everyday life, in the family, in everyday communication with friends, family members, relatives and other people. The most important personal qualities of a leader are: benevolence, fairness, collectivism, ability to keep one’s word, responsiveness, balance, modesty, visual appeal, cheerfulness, breadth of outlook. The business qualities of a manager include hard work, initiative, accuracy, professionalism, organization, diligence, energy, responsibility, ability to work, and discipline.

At the same time, practice shows that this division is not only arbitrary, but often does not fully reflect reality. The fact is that the effectiveness of management and the success of the organization are directly related not only to purely professional, but also to all other qualities of a leader. In particular, there are management situations, the successful resolution of which depends decisively on the moral qualities of the leader.

It is no coincidence that a number of sources among the qualities of a leader that are important for the effectiveness of organizational management do not separate professional and individual (personal). Thus, among the most important qualities of business decision makers, special attention is paid to the following (Fig. 1):

Qualities of business decision makers:

motivation self-esteem

and level of aspirations

In the course of his activities, a leader inevitably projects his inner world, his qualities, all his advantages and disadvantages onto emerging management situations, onto the activities of the team and the development of the organization. Depending on these qualities, situations are harmonized and resolved positively, contribute to the development and strengthening of the team he leads and the organization as a whole, or, on the contrary, they are aggravated, contribute to the emergence of new problems and lead to the decomposition of the team, degradation, destruction and, ultimately, to the liquidation of the organization .

Thus, no less important for the success of a manager’s work is his general attitude to life and work and his moral qualities, including respect for people, a sense of duty, loyalty to word and deed, honesty to himself and to others, enthusiasm for work, optimism , openness, curiosity, creativity, independence of judgment, flexibility of behavior, impartiality, ability to criticize and self-criticize, goodwill, sensitivity, responsiveness, demandingness, generosity, modesty, sense of the new.

It is difficult to overestimate the importance for leadership and management of a manager’s communicative qualities, and, above all, sociability, tactfulness, the ability to listen and understand the interlocutor, the ability to get along with people, politeness, the ability to psychologically correctly influence people, the ability to maintain distance.

Strong-willed qualities such as persistence, patience, self-control, and the ability to concentrate for long periods of time are essential for a manager.

His emotional manifestations are also of great importance for the effectiveness of a manager’s work: natural behavior, ease, sincerity in communication, resistance to stress, emotional stability, and the ability to empathize.

It should be noted other qualities, often forgotten, such as alertness (relaxed composure, instant readiness for adequate action without fuss and overexertion) and sobriety (approach to life and situations in it, in which there is an objective, true assessment of ongoing events and the actions of all those involved persons in them, including himself).

On the other hand, for various areas of a manager’s activity - scientific, practical, consulting - we can identify some qualities that are of particular importance for these areas (Fig. 2).

Manager qualities

Communication skills are extremely important for the activities of a practical leader and consultant in the field of management; they are less important for a scientist specializing in the problems of management science.

It should be borne in mind that in professional activity, especially in its first stages, it is difficult to be successful in everything. Not all types of activities inherent in a manager do not show the same inclinations and abilities of a novice manager. Not all forms and methods inherent in the sphere of management are mastered equally successfully. In this regard, it is important for a novice manager to purposefully form his own individual leadership style, which would take into account, on the one hand, his inclinations and abilities, various individual characteristics, and on the other hand, the need for development professional qualities and self-improvement. In this regard, it is important for a novice manager to have adequate self-esteem, be aware of your individual characteristics, abilities and inclinations, strengths and weak sides character, as well as ways and methods of compensating for one’s own shortcomings. Absolutely unacceptable as excluding effective social management negative qualities manager: treachery, arrogance, inertia (slavish adherence to outdated habits and traditions, inability to perceive and support new things dictated by the needs of life), dogmatism, formalism, authoritarianism.

This kind of knowledge of one’s qualities helps the manager to form an individual management style, contributes to increasing the efficiency of his activities, and therefore the success of the actions of the team he leads, and the stable development of the organization.

To independently assess your qualities, in particular thinking, managerial abilities, volitional factors, and moral qualities of a manager, you should take into account the opinions of others, use introspection, as well as psychological tests.

At the same time, it should be taken into account that the desire to engage in organizational activities and communicate with people largely depends on the content of the corresponding forms of activity and on the characteristics of the person himself. To a large extent, this desire is determined by the subjective value and significance for a particular person of the future results of his activities and the attitude towards the people with whom he interacts. Often, tendencies appear in the course of such types of activities and communication, which at first are indifferent to a person, but as he becomes involved in them, they become significant. Here, a person’s setting goals for his own development, as well as the efforts a person makes to achieve his goal, are very important.

For effective leadership at any level of management, two groups of individual qualities of a manager are important:

1. qualities, knowledge, skills and abilities determined by the organization’s field of activity (economics, science, culture, military affairs, etc.). Here great importance have education in the field of activity, experience in this field, as well as personal connections in the field of activity of the organization;

2. qualities and skills related to the field of people management and in their essence independent of the organization’s field of activity ( leadership skills and skills, the degree of development of the volitional, intellectual and emotional spheres, moral qualities of a person). In this regard, it is important that knowledge is acquired as a result of possibly very intensive training sessions, complete immersion in work situations, is acquired and consolidated relatively quickly in the presence of a Teacher and sources of information (books, documentation, etc.), as well as practice work in specific life situations.

At the same time, the will, emotional and intellectual spheres, and moral qualities of a leader (like any person) are formed throughout his life. The development of these qualities requires hard work on oneself, awareness and moral assessment life situations, specific events, their role and place in them. This is a long process, sharp jumps in it are extremely rare and unlikely.

The essence of most problems in the activities of any organization and complex management situations consists of various kinds of ethical conflicts. Conflicts of this kind arise due to differences in the interests of different divisions of the organization, different employees, interests individual employee And labor collective or the entire organization, the interests of the organization and the consumer or society as a whole, etc. To adequately respond to unique management situations and successfully, harmoniously resolve emerging problems in an organization’s activities, it is necessary, first of all, to have the moral qualities of a leader, as well as developed emotional, volitional and intellectual spheres.

Thus, the manager’s personality structure is projected onto the activities of the organization he manages, therefore, all qualities of a manager are important for successful management. They cannot be divided into professional and individual qualities that are important for management effectiveness. This is one of the features of the managerial profession.

Some human qualities are of particular importance to different areas manager's activities ( practical guide, management consulting, scientific activity in the field of social management), including: leadership, organizational skills, communication skills.

The profession of a manager not only requires certain qualities in a person for effective management, but also itself develops these qualities over time.

In the conditions of modern management of an organization, a manager must have a number of necessary qualities, both personal and professional.

Professional ones include those that characterize any competent specialist. Possession of them is only a prerequisite for the successful performance of official duties.

These qualities are:

1. high level education, work experience, competence in the relevant profession;

2. breadth of views, erudition, deep knowledge not only of one’s own, but also of related areas of activity;

3. the desire for constant self-improvement, critical perception and rethinking of the surrounding reality;

4. search for new forms and methods of work, helping others master them, training them;

5. the ability to use time rationally and plan your work.

The personal qualities of a manager should also not differ much from the qualities of other employees who want to be respected and taken into account. Here you can mention:

1. high moral standards;

2. physical and psychological health;

3. internal and external culture, justice, honesty;

4. responsiveness, caring, goodwill towards people;

5. optimism, self-confidence.

But possessing them is also just a prerequisite for successful management, because what makes a person a manager is not professional or personal, but business qualities, which should include:

1. the ability to organize the activities of subordinates, provide them with everything necessary, set and distribute tasks, coordinate and control their implementation;

2. dominance, ambition, high level of aspirations, desire for independence, power, leadership in any circumstances, and sometimes at any cost, courage, determination, assertiveness, will, uncompromisingness;

3. contact, communication skills, the ability to win people over, to convince them of the correctness of their point of view (experts believe that 80 percent of a manager’s knowledge should be knowledge about a person);

4. initiative, efficiency in solving problems, the ability to concentrate on the main thing;

5. the ability to manage oneself, one’s behavior, and relationships with others;

6. desire for transformation, innovation, willingness to take risks and involve subordinates.

The requirements for managers in relation to these qualities at different levels of management are not the same.

At low levels, decisiveness, sociability, and some aggressiveness are valued; on average - mostly communication skills, partly conceptual skills; At the highest levels, the ability to think strategically, assess the situation, set new goals, carry out transformations, and organize the creative process of subordinates comes first.

Since a manager at any level not only organizes and directs the work of employees, but also, if necessary, influences their behavior, including off-duty behavior, he must be quite well prepared pedagogically.

Lewis Carroll, "Alice Through the Looking Glass"

Distortions in management are the result of uneven development of managerial competencies of a manager

to whom: owners, top managers, executives and those who want to become them

How to look in the mirror so that it brings you more money

The article provides a comprehensive list of manager competencies for effective management of subordinates according to Alexander Friedman. After reading, you will be able to form the vector of your management development and, as a logical result, earn money more money for yourself personally and your company. Soon the fairy tale will unfold, but not soon the deed will be done. First, a little lyrics...

"Supervisor! There is so much in this sound...”

"Supervisor! How much has merged in this sound for the Russian heart! How much echoed in him...”- I’ll allow myself to correct a phrase from the famous poem by Alexander Pushkin.

“Being a leader is glorious and honorable. Know yourself, give orders and puff out your cheeks.”, - with these thoughts in their heads, many dream of becoming leaders. The worst thing is that many that's how they behave taking a leadership position.

Are the symptoms familiar: “It’s easier to do it yourself”, “Slippage”, “Ignoring standards”?

God forbid that you, looking at your managerial competencies, deceive yourself!

True, with this approach, one fine day the following unpleasant symptoms appear in your company/division: “It’s easier to do it yourself than to delegate it to subordinates”, the solution of elementary problems proceeds with significant “slippage”, subordinates ignore quality standards and technology for performing work.

As I already mentioned in my previous article “ ”, in such a situation, first of all need to look in the mirror and draw conclusions.

“I would lead others, let them teach me”

Okay, let's say you agree (after reading the article from the previous paragraph) that the leader carries full responsibility for all the actions of his subordinates. “Okay, he’s carrying it. But what to do with this? How to correct the current situation in the company/division?”- impatient cries are heard from the hall.

Have you ever thought that to be an effective leader you need to have certain management competencies? Unfortunately, they are not transferred along with the portfolio. And there are only two options - either rely solely on your experience (as many do), or - purposefully develop your competencies(experience in this case will be a good addition).

There are only two options: either rely solely on your experience (as many do), or purposefully develop your competencies

But!.. In order to develop something purposefully, it must first be defined. In my professional activities I try to avoid “reinventing bicycles”. Therefore, the basis for the development of leaders in “ Open Studio” took Alexander Friedman system“A set of manager competencies for effectively managing the work of subordinates.”

Management competencies: does so much depend on them?

My modest managerial experience has shown that the circuit is 100% working. With its help, I identified my most underdeveloped (and some, I’m afraid to say, completely absent) competencies. And then - everything is simple and complex at the same time - I took up their purposeful development. In fact, I continue to do this on a regular basis.

Checklist “Three groups of manager competencies for effectively managing the work of subordinates according to Alexander Friedman”

It makes sense to work with groups sequentially. First of all, start working on your competencies from “Group No. 1”, then from “Group No. 2”, and only after that – take seriously “Group No. 3”.

How can you make the material below as useful as possible for yourself? Use it as a kind of checklist. List all your skills/competencies in your spreadsheet.. Rate each one's level of proficiency on a five-point scale. Next to each item, indicate your next steps to develop this competency.

For those who want to get my personal current table, I have prepared a little surprise at the end of the article.

Group No. 1 “Managing your own efficiency”

1. Development of solutions
2. Presentation of solutions
3. Planning
4. Self-development

Competencies from this group are determined primarily personal effectiveness leader. I propose to analyze each in detail.

1.1. Development of solutions

The most important thing is that before making any decision, define goals that you plan to achieve. Avoid the first solution that comes to mind (always take time out to think).

Think of a few alternative options solutions. Make a list significant criteria

Think of a few alternative options solutions. Compose list of significant criteria, by which you will decide “which option to choose.” To improve the quality of management decisions, it is useful to master the basics of logical thinking and methods of qualitative information analysis.

1.2. Presentation of solutions

In fact, this “selling” your solution: subordinates, colleagues, senior managers. Why is this necessary? “Sold” decisions are implemented with much more enthusiasm (efficiency).

In developing this competency, materials on conducting, creating and logical structuring presentations.

1.3. Operational planning

We are talking about both planning your own work and using planning for all subordinates. However, we should not forget that monitoring the implementation of plans is also important. This is discussed below in the “Control” competency from “Group No. 2”.

1.4. Self-development

Everything is simple here. You need to constantly improve (everyone knows, but no one does), both in managing people and in the targeted development of your management competencies. Work on a regular basis cupping their shortcomings.

Learn to listen carefully to constructive criticism. Just don’t confuse your goals: You need find your weak points for the purpose of their further development, and not to engage in “soul-searching”. Within the limits of competence, I recommend using good values ​​from Vladimir Tarasov: “Choose a horizontal career” and “Tell yourself the truth.” You can start with the article "".

Group No. 2 “Managing the actions of subordinates”

1. Group management
2. Regulation
3. Delegation
4. Coordination
5. Control
6. Operational motivation

Competencies from this group allow you to achieve required behavior of subordinates from the point of view of the management system through the formation of “rules of the game” and monitoring their compliance.

2.1. Competency "Group management"

Need to study rules and patterns of both group behavior and organization of group work. Where will it be useful? Conducting meetings, group discussions, managing the collective work of subordinates, etc.

Regularly occurring extremes: directive method of group management or total anarchy. If this is the case with you, this indicates that the manager needs to seriously “pump up” this competency.

2.2. Regulation

It is necessary to develop both in yourself and in your subordinates. While unregulated business processes remain in your company, their implementation depends only on the quality of memory, knowledge and goodwill of your employees.

All the secrets of setting systems of regulations“I’m burning” in the article “”.

2.3. Delegation

Delegation is the setting of a detailed task, taking into account the area of ​​immediate development of the subordinate, and not just brief words “do this...”

Delegation- transfer of work, as well as responsibility and authority to subordinates. When delegating, it is necessary consider 2 important factors:

• complexity of the task, its novelty, criticality / importance of the result.
• knowledge, experience, personal characteristics of the subordinate (in other words, the employee’s area of ​​immediate development).

An important point: if the situation is such that you cannot delegate most of the tasks due to the low level of configuration of the specified factors in the subordinate, then it either needs to be developed to the required level; or, - if he does not want and / or cannot develop, - fire. Stop deceiving yourself - a miracle will not happen!

In my opinion, to use delegation effectively, it is very useful to have implemented in your company/division “ ”. Otherwise, you can delegate effectively, but the results of the work performed will disappoint you again and again.

2.4. Coordination

Ability to support “feedback” mode when performing tasks by subordinates, provide them with support during the work process. I recommend distinguishing support from attempts by subordinates to “transplant the monkey” (to return, in whole or in part, the work previously delegated to them).

Moving the “monkeys” is necessary nip in the bud. You shouldn’t exclude the possibility that your subordinates are “transplanting monkeys” because that’s what they’re used to (you yourself allowed them to do so before!). A simple recommendation: as soon as you encounter a similar problem, ask a straightforward question: “Do you want to transplant a monkey for me, or maybe I somehow misunderstood the current situation?”

Read more about how not to become a “victim of monkeys” “”.

2.5. Control

The essence of control is assessing the compliance of the parameters of the task and the result obtained. Control is divided into 3 main types:

• Start control: Make sure once again that the subordinate has everything necessary to complete the task, and that he understood it correctly.
• Intermediate control: assessment of the correctness of the task at intermediate stages (it is important to arrange these stages so that it is not too late to correct detected deviations).
• Final control: assessment of the final result obtained. I recommend that you pay attention to the fact that tasks are never 99% completed. The result of a task can have only 2 options: either it is completed completely, or it is not completed.

Pay special attention to the starting and intermediate controls. At the finish line, it is often too late to correct anything.

Based on the results of the control, there must be appreciated the quality of the work done, as well as its results. What to do if the result is negative? Find the reason first. And only then identify and punish those responsible.

2.6. Operational motivation

The leader must understand basic motivational theories, as well as in all the features of the corporate motivation system. If subordinates (and especially the manager) do not understand the motivation system, then it simply stops working.

Therefore, the task of the manager is to convey to his subordinates (to the stage of 100% understanding) everything nuances corporate system motivation+ add personal methods of operational motivation from your arsenal as complementary ones. Read more about one of effective methods motivation " ".

By the way, a quick question: “Who is a motivated employee?” Come on, my friend, we are not at the exam. Motivated employee- this is a person who wants to do his job the way the company needs it.

Group No. 3 “Managing the thinking of subordinates”

1. Operational Leadership
2. Communication techniques
3. Coaching

The dream of any leader is to influence the actions and actions of subordinates. through their thinking. And thanks to this, achieve the desired result of the work. Well, why not a fairy tale?

Ah, no! Not so simple. Competencies from “Groups No. 3” I recommend mastering and actively using only after an upgrade in competencies from “Groups No. 1” And “Groups No. 2”. No, well, of course you can start from here. Let me guess who you are: a hypnotist or a genius?

3.1. Operational Leadership

Leadership is the ability to influence subordinates without using his official powers. In order to build competence, it makes sense to develop your emotional quotient (EQ).

I am sure that many would like to understand in more detail what leadership is. About leadership mechanisms Vladimir Tarasov talks in great detail in the audio course “Personal Management Art”. I highly recommend listening, taking notes and listening again.

Is it possible to do without operational leadership? Yes, you can. However, with “leadership” the performance of your company/department will predictably be higher than without it. By the way, the word “operational” means limited to the professional framework of your work relationships.

3.2. Communication techniques

Is used for strengthening all other competencies(the way you communicate with subordinates, colleagues, managers, others). It is communication that will determine the effectiveness of interaction (hence the effectiveness of your work) with colleagues, subordinates, and management. An obvious consequence: the better your command of communication techniques, the You will achieve more at work and in life.

Of course, there are people who have communications “from God,” but what to do if this is not about you. It's OK. Your task is to develop this competence at least to intermediate level. This will be more than enough to successfully complete the tasks of a manager. I recommend reading "".

3.3. Coaching

Assisting subordinates in both setting up and in achieving your professional goals. But this competence must be used extremely carefully. Before “taking someone into coaching”, it is necessary to take into account a lot of factors: the moral and psychological state of the person, his capabilities, the area of ​​immediate development, experience, etc.

Benefit from competence - an employee can achieve much more greater efficiency and work results(few people win serious competitions without a coach).

Both the employee and the company win. Both make more money and are more competitive in the market

In my opinion, with the right approach we get the situation “Win-Win”: 1) The value of a subordinate in the labor market increases, he can achieve more in life. 2) The company receives additional profit due to a more experienced and efficient employee.

What is the most important responsibility of a leader?

There are many disputes about which of the manager's responsibilities is more important. In my opinion, one of the important responsibilities of a leader is engage in regular development and improvement of your management competencies.

Many imbalances in the management of your company/department (and they always exist in one form or another) are a consequence of the extremely uneven ratio between your degree of proficiency in the above competencies.

Let’s assume that you have a well-established “Planning” in your company/department. However, if you do not have the “Control” competency, then all the benefits of planning will be wasted. And the constant failure to fulfill plans and assigned tasks, instead of benefit, will undermine the basis of the management system and your authority.

Homework for managers

Now take a pencil in your hand and write down your homework:

1. Make yourself a table with a list of the above-mentioned managerial competencies of a leader.
2. Rate your proficiency in each of them on a five-point scale.
3. Next to each item, indicate your next steps to develop this competency. Yes, preferably with specific deadlines.

I'll give my table to good hands

How to assess the management competencies of top managers and mid-level managers during a job interview

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We present another article for owners and managers (not HR), revealing another aspect of personnel assessment. We will stop there:

• on what competencies are;
• types of competencies;
• on the application of the competency-based approach in;
• stages of implementation of competencies;
• the benefits that a company formulating competencies receives.

What is competence?

To implement a systemic personnel assessment, clear criteria are needed. Most methods come down to assessing the effectiveness (work results) of an employee and the set of his personal qualities. One of the leading ones is the competence approach.

Competence- an integral characteristic/criterion that describes the quality of human behavior in a certain activity. As a rule, this is some ideal model of behavioral manifestations that allows him to achieve results and be effective in this type of activity.

It is clear that human behavior in each situation is determined by many factors: internal installations and motivation, skills, understanding of technology, knowledge. And even genetic predisposition.

For example, a sales manager working in the marketB2B (large corporate sales), strong communication skills are important to communicate with various specialists and decision makers. And all this can be called “Negotiation”:

• flexibility of behavior, the ability to consciously adapt to the style of the interlocutor;
• variability in the offer of alternatives;
• developed argumentation skills, etc.

At the same time as these qualities, the “seller” must have persistence in achieving goals, the ability to plan and control his activities, and the ability to work under pressure. And this is another competency - “Result Orientation”.

And thus we can say that each activity can be described by a cloud of criteria - a competency model. Moreover, for each business the competencies will be unique, reflecting its specifics. This is why we recommend developing your own competencies.

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Behavioral indicators of competence

As was already revealed above in the example with “Negotiating”, competence consists of simple components - specific points containing a description of the action. And these components are called behavioral indicators. It is on the basis of behavioral indicators that personnel assessments are based using or structured interviews.

But that’s not all; levels of competency manifestation are required.

Competency development scale

In order to describe the quality of an employee’s actions, set reference values ​​and be able to compare demonstrated behavior with it, there is a competency development scale. These are levels that describe the quality of behavior. And the level scale may be different. For example, 4 levels (also possible intermediate values- “halves”):

• 0—competence not demonstrated/absent;
• 1 - level of basic development;
• 2 — level of confident competence in standard situations;
• 3 — level of skill (standard, broadcast capability).

Roughly speaking, the scale of competency development can be represented as a “good-bad” thermometer. In accordance with this “thermometer”, the employee is evaluated.

There are several options for describing competency levels. The examples below show the differences. It can be assumed that they were created for different assessment methods.

Example of a competency description: listing all behavioral indicators and levels with meanings for the employee’s performance.

An example of a competency with an expanded description of behavioral indicators at each level.

It is also customary to use the term “target indicator”, which sets the value of the manifestation of competence for a given target audience. For example, for a top-level manager, the competency “ Strategic Thinking"should be manifested at level "2". Whereas the target value for the head of the department will be “1.5”.

Based on the assessment received, one can judge the employee’s potential, the need for development, suitability for this activity, etc.

Types of competencies

I must say that this conditional classification. Rather, it is a division to indicate the “scope of application” of competencies. Indeed, in the process of his activity, a person uses many integrative qualities. For example, a manager conducting a meeting “uses” several of his competencies at the same time - of different types.

But still, sometimes you can find a division of competencies into clusters:

• managerial
• communicative
• corporate (value)
• professional (technical)

Management competencies

Managerial competencies describe the actions of managers in the decision-making process and communication with subordinates. These are also competencies that describe the quality of his behavior - often “Leadership”.

Examples of management competencies:

• Strategic (or systems) thinking
• Planning (and organizing or controlling)
• Development of subordinates
• Motivation
• Leadership

Communication competencies

This is a description of the quality of behavior in the process of communications within the company and with external partners.

Examples of names of communicative competencies:

• Negotiation
• Interpersonal understanding
• Influence

Depending on the emphasis, in the description of the competence one can see the specifics of the employees’ activities and the welcomed styles of behavior (aggressiveness, assertiveness or a partner’s position).

Corporate competencies

An important part of the competency model is value competencies. They reflect the corporate philosophy - the values ​​and standards of behavior that are welcomed in the company. This is why some companies formulate corporate competencies separately.

Examples of corporate (value) competencies:

• Result oriented
• Customer focus (often, even internal)
• Teamwork

Professional (technical) competencies

Describe the knowledge, skills and behavior of an occupational group of positions. For example, for the direction of IT or accountants.

It is necessary to understand the feasibility of developing professional competencies - whether this group of people is sufficiently represented in the company, how often changes occur in their activities and the technologies they use.

Application of competencies - personnel assessment

The most commonly used methods where competencies are used:

• assessment center - the most effective method during a specially developed business game;
• “180/360° feedback” assessment, where an employee is assessed from all sides - subordinates, managers, colleagues, clients.

Development of competencies

Every company that regularly conducts personnel assessments using a competency-based approach faces the need to develop competencies.

Admittedly, creating a competency model is a time-consuming (and often budget-intensive) undertaking. As a rule, internal specialists, pardon the pun, do not have sufficient competence to qualitative description competencies. The main mistakes include unclear formulations and overlapping behavioral indicators (found in different competencies). And a lot of time is spent on this work.

Of course, you can use universal competencies. For example, many companies take the works of the Lominger company as a basis and slightly modify them for themselves. But, if the task is to convey the specifics of a business in a high-quality manner, you cannot do without formulating your own model. And in this case it is better to contact the providers.

Development of a competency model. Main stages

The main stages of the competency model development project can be called:

1. Definition of goals and objectives (why we are formulating them and how we will apply them), development methodologies.
2. Formation of project group(s) involving the maximum possible number of participants. This will further reduce employee resistance. Groups can be completely different in focus and time of existence.
3. Direct development of competencies.
4. Testing using focus groups and assessment procedures.

Formation of competencies. Methods

The most well-known methods for developing competencies are:

• Repertory grid method— the behavior of the most effective employees is analyzed and a list of behavioral indicators is compiled. It is carried out more often in the form of interviews with managers, as a result of which a table (grid) is formed with the names of employees and their indicators.
• Critical Incident Method is based on interviews with employees (and managers), during which they talk about critical situations, actions that led to success or, conversely, did not allow the situation to be resolved.
• Direct Attribute Method— the fastest and easiest, when key managers are presented with cards describing ready-made competencies. Managers are asked to select from this set those that are most significant to the business.

Implementation of the competency model

The implementation of the competency model follows the classics of change management. If we simplify the model, the main areas of attention can be considered the following:

• It is necessary to create motivation to use competencies. Show employees that this will be a tool for their training and an opportunity to develop in the company. And it will allow managers to make more informed decisions. And this can happen during pilot assessment procedures using standard (not adapted to the company) competencies as an example.

By the way, this is exactly the option we offer clients when the company does not have its own model - to start somewhere. Start the process. Show at least at the level of one group or target audience that assessing personnel based on competencies is “not scary, but useful.”

In this case, we implement, for example, a Light Assessment, based on the results of which participants receive recommendations for development.

• Maximum information for employees and involvement in the process. And here, as mentioned just above, it is necessary to work both before the development and after the formulation of competencies.

This can happen in the form of mailings describing the tasks of implementing the model, describing all stages, asking for feedback, etc. Of course, the most effective form can be considered face-to-face working groups dedicated to development and broadcasting.

Already during this preparatory period (which can be implemented even after the development of the model), feedback will be received, the most resistant employees or those who can be relied on in introducing innovations will be identified.

• Once the competencies have been developed, it is necessary to conduct the first episode of assessment using them to demonstrate the effectiveness of implementation. This solves the problem of “propaganda” of innovations and removing resistance from some doubters (the sixth stage of Kotter’s change model).
• Implementation of changes on a regular basis, consolidation of the competency model at the level of regular management.

For example, one of the parts of introducing competencies into the “life of the company” may be their use by managers during regular feedback to subordinates. Operating with the terminology of the competency-based approach and referring to the behavioral indicators of the corporate model forms the conceptual field in which employees live.

And it's not full list zones of attention. They are different for each company. But all of them should be aimed at forming positive attitude to competency assessment. It is clear that the formation of an attitude is a long process. This is what we meant when we talked about the possible duration of the project. So, the main areas of attention are motivation, information, involvement, propaganda.

Competency model. Advantages

The main advantages of having a corporate competency model include:

• the criteria applied to employees reflect the specifics of the business, employee activities and corporate culture of the company;
• competencies become unique beacons for employees that need to be guided by - they set standards of behavior that allow them to be successful in this activity;
• a development environment is being created in the company (of course, with regular assessment of personnel competencies);
• the decision-making process is simplified (in the field of career transfer of employees);
• the costs of searching, adaptation and development of personnel are significantly reduced;
• interaction with service providers in the field of personnel assessment and development is simplified.

“To have or not to have?”- that is the question. And every company decides. And we, “Business Games Laboratory”, just help to effectively implement our plans: develop and implement a corporate competency model, evaluate employees and propose a program for their development.