From the article, it is evident that the lack of better competency models stalls the hiring process of new employees. Organizations accrue huge costs when they hire incompetent or staff who later leave the company out of dissatisfaction. Therefore, it is imperative that hired staff members be maintained through talent management. In this case, the cost of not hiring through the right process falls into either “hard or soft costs” (Grigoryev, 2006, p.16).
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An example of hard costs is the employee salary, which would otherwise be paid to a right and competent employee. An example of soft cost “is the lack of confidence in the management and lack of morale in the workforce” (p. 17). It is to be noted that both hard and soft costs have a negative impact on the organization’s overall performance. This can be evidenced by “low levels of emotional intelligence, temperament and sometimes technical and professional incompetency” (p.17).
Therefore, Core competency modeling is the systematic approach through which successful hiring can be achieved. This requires a critical evaluation of the position to be filled, skills required and the consistency of the job with the organization’s goals. Some of the steps to be considered during core competency modeling include the following (p.17). First, delineate the expectations of a certain job position in relation to the goals of the organization. Secondly, assess the practices that lead to the success of a job outcome. Thirdly, the development of major competencies in the practices assessed earlier. Fourthly, draft an interview protocol that is behavioral-based. Finally, interview the job candidates using the interview protocol.
In order to maintain the above process as a protocol in the hiring process, there must be a developmental plan on the same. Moreover, another requirement is a performance review system to assess the model’s effectiveness.
According to the article, the hiring panel of interviewers or the managers should be trained on how to use the model (p.18). However, this model requires good planning for managers to hire and nurture the right employees.
Do you agree or disagree with the article content? Why or why not?
I do agree with the content of the article. This is because the hiring process of new employees fails when the right employees are not hired through the right criterion. The article proves that hiring the right employees goes beyond technical skills and competency. This means that behaviors are an additional factor that contributes to the success of a particular job position.
Is this information consistent with my prior knowledge of staffing organizations? Explain.
Yes, this information is consistent with past knowledge of staffing organizations. The information explains how the hiring process should be planned and be executed using a certain protocol and process. The information also insists on the importance of hiring employees who can deliver about the organization’s goals. The information also indicates the importance of employee motivation and talent management in the hiring process.
Will you be able to apply what you learned in your future and current HR career? Explain.
Yes, I will be able to apply the article’s information in the future. The article’s information is insightful for any aspiring or current human resource manager. The information offers guidance on the hiring process to any manager.
Would you recommend others to read this article? Why or why not?
I recommend others to read this article. The article provides a basis of guidance and further research on competency models that can be used during the hiring process. However, I also recommend others to research further on requirements for an ideal hiring process.
Grigoryev, P. (2006). Hiring by competency models. The Journal for Quality & Participation. Web.