A Brief History of Competencies

Competency-based methodology was pioneered in the 1960s by David McClelland, a Harvard University psychologist and co-founder of Hay-Mcber, now known as Hay Group. McClelland's research focused on defining variables beyond raw knowledge and skill that could be used to predict higher levels of job performance. While McClelland hoped to isolate characteristics that set top performers apart from all others his work did not move beyond the realm of academic debate to practical application in the workplace until the 1990s. Competencies are still a relatively new concept in the overall body of management science. In the late 90s, learning and performance management systems began to emerge to provide a new ability to link competencies to job profiles, and to facilitate self assessment and assessment by others that could include supervisors, peers, subordinates and even customers and partners. While there is broad adoption of core and leadership competencies, organizations are slower to invest in the development of comprehensive functional and technical competencies. Organizations found early versions too unwieldy to administer and maintain, and were unsure the value was equitable with the effort they invested. Today, organizations are still deciding the extent to which they want to create more comprehensive competency models to cover significant numbers of jobs, or if core competencies deliver most of what they need. They do know they face significant challenges ahead in terms of building and sustaining broader partner networks, attracting and retaining great talent and developing deeper long-lasting customer relationships. They also know they won't achieve those critical objectives if all employees aren't demonstrating the behaviors they - as an organization - hope to show to customers future employees and the rest of the world. No one has commented on this article. You are encouraged to offer your thoughts and comments in this dialog. Name: E-mail: (required) Company: Comment(s):