Concept and classification of key competencies of an enterprise. Competencies and customer value. Key competencies of companies Formation and development of key competencies of companies

Increasingly, you can hear from the lips of HR specialists, managers and even ordinary employees: “He has high level necessary competencies", "this is a declining competency", "based on key competencies»…

This suggests that the concept of “competence”, “key competencies”, which were first discussed in Russia 8-9 years ago (at that time articles on the topic “how competence differs from competence” were popular - which sounds funny today), are quite has become firmly established in our everyday life. At the same time, a well-developed and effectively working competency model is present at several enterprises. We will tell you how to correctly approach the development of key competencies in our article.

The very creation of an effective model of key competencies is a kind of springboard for the company to jump into the future, as it allows you to effectively manage all business processes in the HR field.

Core competency (core competence) is a concept designed to serve as the basis for the development of company strategy - first of all, an attribute of the organization, and only then of employees.

Core competency - represents a set of competitive advantages, features, key knowledge, abilities, skills, qualities of the organization (and, as a result, its employees), required in a certain market situation, ensuring success, competitiveness and individuality.

1. Provide value to consumers and the company. A set of skills that brings significant cost benefits not only to the client, but also to the company, can be called a core competency.
2. Skills and abilities must be unique. There are differences between essential and distinctive competencies. Necessary - provide the “strength” of the company, distinctive - the “face”, positioning, competitive advantages of the company.
3. Core competencies must enable the transition to tomorrow's markets. When defining core competencies, managers must imagine how the competency contained in this product can be used to implement something new.

Building a model of key competencies allows you to:

• link the personnel development system with the strategic goals of the company;
• coordinate various aspects with each other personnel work and ensure their continuity (selection of new specialists, personnel assessment, development programs, career planning, etc.);
• “cascade” through the competencies of the company’s goals and values ​​at all levels of personnel;
• get a basis for building corporate tools assessment, development, staff involvement.

In order for the key competency model to really work in a company, it is not enough that the HR department comes up with key competencies and familiarizes company employees with the results of their work (as often happens). The entire management team must participate in its formation, so it is necessary to use a group work format - for example, a “Management Session”. During the “Management Session”, the management team jointly, through group work using brainstorming, develops the organization’s competencies and, then, the competencies of the hierarchical levels of the company’s personnel.

A “Management Session” presupposes the presence of a moderator who manages the process and ensures that the goals for which it is organized are achieved (otherwise the “Management Session” risks turning into a production meeting or an even less formal event with an uncertain result).

The moderator sets the sequence of actions, summarizes the results, and directs the team’s activities in a constructive direction.

General diagram of the “Management session” process as follows:

1. Determining the company's strategic priorities.

2. Determination of key competencies (KC) of the company.

3. Allocation of hierarchical levels of personnel to determine QC.

4. Determination of QC (knowledge, skills and personal characteristics required to successfully complete tasks) for each level of personnel.

5. Assigning significance (“weight”) to each competency for each level of employees (“success profile”)

The diagram shows that the basis for the key competency model is the company’s strategic priorities - it is on the basis of them that the organization’s competencies are set. Further, the organization's competencies are reflected in key competencies at various hierarchical levels - and, ultimately, at the level of specific positions and specialties.

In addition to defining the key competencies themselves, you need to determine their level required for each of the positions (the personnel department can take on the details at this stage). The required level of the same competence for different employees will be different - where a top manager will need a high level of competence, a line manager/specialist may need a basic one.

The competency level scale might look like this:

	High level of competence	Skill level	The manager/specialist has reached a high level of competence development and is able to apply it in situations of increased complexity.	Transferable competence
	Average level of competence	Experience Level	The manager/specialist has mastered this competency and is able to apply it in basic work situations.	High competence
	Basic level of competence	State of the art	The manager/specialist understands the importance of the competency, but does not always apply it effectively in his work. It is necessary to develop this competence.	Competence in development
	Unsatisfactory level of competence	Non-compliance level	The manager/specialist does not understand the importance of the competency. Competence development is significantly below the required level. The behavior shows negative manifestations and is destructive in the work of others.	Absent/underdeveloped competence

Here is an example of a Core Competency model:

For company N strategic priorities are:

• development of a group of companies;
• client business development;
• development of business analysis strategies;
• strategic human resource management;
• strategic risk management;
• quality control;
• development of a legal support strategy;
• brand creation and company promotion;
• creating a marketing and sales strategy;
• financial management in a group of companies from the point of view of maximizing the use of synergies;
• information support of the company.

Based on these priorities, a list of skills, abilities, abilities, knowledge, and technologies was compiled, which was transformed into a model of the company’s key competencies.

Key competencies, characteristic employees companies N:

	Competence	Short description
	Systematic thinking, systematic approach to problem solving	integrity of vision of the situation, the ability to see priorities, the ability to build a sequence of actions and tasks
	Making decisions	risk analysis, decision-making method, willingness to take responsibility
	Result oriented	goal orientation, perseverance
	Creativity	innovative abilities
	Flexibility	ability to quickly and adequately respond to situations with high degree uncertainty
	Learning ability	speed and efficiency in mastering new knowledge
	Personnel Management	delegation, task setting, control, motivation
	Time management	goal setting, planning, deadlines, priorities
	Skill to work in team	effective interaction and mutual assistance
	Persuasive Communication	ability to persuade, defend an opinion, give feedback; ability to listen to others and accept feedback
	Presentation and negotiation skills	influence on the audience, building an effective speech/negotiation, mastery of manipulation techniques
	Mentoring	ability to transfer knowledge and skills
	Customer focus	ability to take into account the interests of the client when making decisions and building processes
	Crisis management	effectiveness of actions in crisis situations

Focus your attention and resources on core business processes, and we will be happy to help
You in assessing personnel and developing a model of key competencies.

Root competence companies− is a special combination of three

factors:

1) competitive(ideally − unique)

technological skills, which - as a special technology of activity

− applied on the scale of a given company when creating it

specific products;

2) competitive(ideally − unique)

non-technological skills, which are used on a given scale

companies, first of all, for the implementation of created specific

products;

3) collective learning, which on the scale of a given company

turns into learning effective knowledge, skills and abilities.

We supplement Definition 1 with quotes from modern gurus

strategies.

“Root competence is what corresponds to its

name - abilities, skills and abilities."

The root competence is rather a node of skills and “technologies”,

not a single discrete skill or a single discrete

"technology".

“The root competence is the individual collective

training in this organization; especially learning how

coordinate skills that provide diversified

product manufacturing, and how to integrate such skills with

numerous progressive trends in development

relevant “technologies”.

« Core competencies− these are specific accessible paths

to future opportunities."

“It is clear that the most valuable specific root competencies are

these are the competencies that represent accessible paths to broad

diversity of potential food markets."

“Root competencies always consist of a combination of the following

components:

Complex, multi-component “technologies”

(hard and soft);

Collective learning (multi-level,

multifunctional);

Ability to spread (across borders)

traditional businesses, beyond geographical boundaries)"6.

Even a simple primary analysis of the material already presented on

competencies, and even more so deep dive to this

problems, show: to identify, correctly identify and

accurately determine specific root competencies of this company

− It is not simple .

widely known, so-called three-element Hamel test −

Prahalada .

First test(element) − checking a specific population

skills of a given company - according to the criterion “Value for the consumer”.

According to this criterion - the specific root competence of a given

company in this particular situation - must contribute most

huge contribution− into consumer-perceived value. For example, G. Hamel and K. Prahalad note that know-how

Honda companies in the area creation and production of engines- yes,

it is her root competence. And Honda's business skills that it

uses in the system of its relations with dealers, - no.

Second test− testing a specific set of skills for a given

companies - according to the criterion “Difficulty of reproduction for competitors.”

The key question for this test is how difficult is it competitors,

in this particular situation, play specific root

competence this company?

Practice of working with competencies has shown that all are real

root competencies were very difficult to imitate from the outside

competitors. At the same time, the “spectrum” practical answers on

the question posed varied from “difficult, but quite possible” (min)

− to “almost impossible to reproduce” (max).

This test helps identify

individual competencies - as simple or only competitive ,

and others - like unique .

Wherein the weakest competencies turned out to be −

not very difficult to imitate competitive root competencies;

A the strongest − practically non-reproducible unique

root competencies.

Third test− testing a specific set of skills

of a given company - according to the “Market Realization Potential” criterion.

Checking against this criterion is a study, for each

competencies, opportunities expanded production and

extended implementation maximum product line, based

which lies within the specific core competence of a given company.

Such testing should end not only with one of

alternative conclusions such as “Yes” or “No”. But, in case

conclusion “Yes”, − preliminary assessment real opportunities

expanded production and successful expanded sales at

old and new markets corresponding root And final

products - for each specific root competence given

company, both from a tactical and strategic perspective.

“Competence is truly the root competence

only when it defines a specific real basis for

portfolio of core competencies, especially high competencies

level, can't be big. Even large companies, which

are considered universally recognized world leaders, the dimension of such

portfolio does not exceed 4 − 6 positions.

For example, in his book Competing for the Future G. Hamel

and K. Prahalad present in detail the portfolio of root competencies

Canon company. In their opinion, the basis of the entire huge nomenclature

Canon products, by 1994, amounted to only four root

competencies: 1) precision mechanics; 2) high quality

optics; 3) microelectronics; 4) electronic transmission Images .

In their works G. Hamel and K. Prahalad, as well as their followers

give many examples of specific root competencies

specific companies. In order to ensure that when presenting specific

examples, as they say, “don’t let your thoughts run wild.”

Today we can give several examples

identified root competencies and according to Russian

companies.

So, the Irkut company (UAC) has creation and production

unique amphibious aircraft .

The core competence of the Sistema-Hals company is land allotment ,

those. ability to receive and quickly register for construction

promising land within the boundaries of the city of Moscow.

Unique root competence of the Izhevsk Mechanical

plant" − creating a new gun model, i.e. quick deep

integrated process of development and production of a new model

guns (from project to series).

As our teaching and consulting practice has shown,

for detection, identification and, most importantly, for deep and detailed

comprehension the entire content of each specific competency

given company - you should use the so-called formula

root competence .

Study on this formula all specific “candidates” for

We recommend completing the title “Root Competence of the Company”

full original description each specific competency given

company and its portfolio of core competencies generally.

The corresponding working document may be called, for example,

“Description (initial formalization) of the portfolio of root competencies

"Gamma" company.

Competencies as roots of competitiveness

In his most famous article, “Root Competencies,”

Corporations"1 G. Hamel and K. Prahalad through the original

beautiful image (Diagram 5.3.3) is represented by two main

moment of its concept.

First, Figure 5.3.3 shows a comparison of modern

tree companies. And therefore the products of this company ( root

And final) “grow” from specific root competencies of a given

companies.

That is, Diagram 5.3.3 clearly demonstrates the connection between root

the company's competencies with its specific products, and why

some of the company's special competencies were named specifically

root .

Secondly, since these are real products,

which are successfully sold in certain markets, then

competitiveness of specific company products

determined special properties relevant specific

root competencies of this specific company .

Root competence (Core Competence) specific company −

This is a complex nonlinear system that includes the following elements:

1) a certain set (subsystem) specific competitive

(Ideally − unique) technological business skills this company;

2) the corresponding set (subsystem) specific

competitive (Ideally − unique) non-technological business skills

this company;

3) the corresponding set (subsystem) specific

competitive (Ideally − unique) business skills learning

this particular company .

Analysis of later works by G. Hamel and K. Prahalad and, most importantly,

implementation practices models Strategy of root competencies ,

allowed us to identify two main types of root competencies.

The first type is root competencies that provide

only situationally necessary

competitive level , without clearly highlighting such products among

similar competing products.

The second type is root competencies that provide

for these specific products - situationally sufficient

competitive level– due to the special properties of such products,

allowing them to be clearly distinguished from analogues - as unique .

Two relevant terms appear: competitive

root competencies this company and unique root

competencies of this company.

to another key point of the concept of G. Hamel and

K. Prahalada. Its essence is that difficult-to-reproduce

for competitors (by definition), unique core competencies

- This one of the most important foundations – strategically sustainable

competitiveness– this particular company.

That's why modern companies– during development and implementation

their general strategies - should be given priority

navigate – to identify, strengthen and develop – their

root competencies; and first of all - unique

root competencies .

“The core competencies of this company are its

individual source for future product development. They

are the “roots” of competitiveness, and specific products

and services - “fruits”...Team of top managers of any specific

a company that is unable to take responsibility for

creation and development of its root competencies - spontaneously

risks the future of this company.”

“Root competencies are a life-giving source of new

opportunities for business development. They must constitute a special

corporate-wide focus of the corporation’s strategy.”

Specific corporation (company) − like a tree − grows from its special roots.

Root products nurtured by root competencies give rise to

business units, the fruits of which are final products .

Term "core competencies" became widely known after the publication of the works of G. Hamel and K. Prahalad. They give it two definitions.

The first is “the skills and abilities that enable a company to provide fundamental benefits to customers.”

The second is a set of skills and technologies, knowledge and experience accumulated by the organization, which become the basis for successful competition.

The company's competence arises as a result long work, careful selection of personnel, accumulation necessary knowledge and skills, organizing collective work to achieve high productivity.

When all these indicators reach a sufficiently high level, we can say that the company has moved to a higher level of quality, because at the same costs, knowledge and experience were transformed into genuine competence, turned into a competitive opportunity that consumers noticed.

Features of key competencies

A specific key competency is always individual, because is present only within one business system with its own individual set of resources and abilities.

Key competencies for a company can be:

Knowledge of market needs and the ability to regularly obtain this knowledge;

Ability to put into practice proposals needed by the market;

The ability to constantly increase and develop your core competencies.

Core competencies are created through quality management labor resources, knowledge bases and intellectual capital, as well as by coordinating and combining the efforts of working groups, departments and external partners. At the same time, the company's competencies must be flexible to ensure compliance with any market requirements.

Competitive advantage

Today, most companies have standard competencies, so they cannot become the key to successful activities.

To compete successfully, it is necessary to formulate a key unique competency that will allow the company, firstly, to solve problems that are inaccessible to most other market players, and secondly, to establish a new standard of activity in the industry and thereby ensure competitive advantage.

Competitive advantage is understood as a set of characteristics of a company that allows it to produce goods that are of greater value to consumers at lower costs than competitors. There are many ways to achieve a competitive advantage, including offering quality products or services at low prices, high quality goods at high prices, goods with optimal combination prices, quality, consumer properties, level of service, etc.

Factors that shape competitive advantage

Factors that can provide a competitive advantage are divided into internal and external.

Internal ones include:

Economies of scale;
- experience effect;
- concentration effect;
- effect of resource-saving technologies;
- synergy effect;
- effect of vertical integration.

External ones include:

Improving the components of the Porter value chain;
- improving market segmentation;
- improvement of the components of the expanded product concept.

Benefits of Core Competencies

The core competency has the following benefits:

Significant for consumers who are willing to pay for competence as a major part of the acquired value;
- able to change and adapt to new market requirements;
- unique, it is unlikely that competitors will be able to repeat it;
- based on knowledge, not on coincidence;
- is associated with several activities or products;
- relevant, because corresponds to the strategic aspirations of the market and the company;
- provides an opportunity for partnership to create new core competencies;
- clarity and accessibility of the competency formulation allows for an unambiguous interpretation.

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Core competencies provide the company with a strong competitive position and a profitability level above the industry average. Key competencies are determined based on the company's competitive capabilities and resources and allow the formation of competitive advantages. The pyramid of formation of competitive advantage is presented in Fig. 7.1.

The process logic includes the following steps:

1) the organization, having a certain level of resources, develops the ability to operate, which will create an opportunity;

2) as experience is gained, the opportunity is transformed into competence - a set of skills, knowledge, know-how, resources and technologies of individual functional areas;

3) unique competence creates the basis for competitive advantage when consumers notice it.

Rice. 7.1. Formation of a company's competitive advantage

Let's look at the individual components of the pyramid.

1. Resource creates a competitive advantage if:

Difficult to reproduce

Has the possibility of long-term use,

Possesses superiority

It is resistant to neutralization.

2. Key competencies have the following features:

Competence is broader than technology or one component of a key characteristic;

Competencies are rarely based on the experience or activities of one area (more often they arise as a result of synergy);

Formation and improvement of competencies is the task of senior management;

To turn core competencies into advantages, you need to invest more in their creation than competitors;

Competencies must be sufficiently broad and flexible;

A core competency provides a competitive advantage only if it is unique compared to similar competencies of competitors.

Disused ones – adopted by the main competitors and turned into industry standards (they are a prerequisite for survival in the market);

Unpromising – currently remain valid, but may become widely available in the near future;

Sustainable – can serve as the basis for the formation of a company’s strategy.

The existing terms “competence” and “competence” somewhat repeat each other. Let's try to figure it out.

Company competence– a set of characteristics of a company that makes it professional at the level of its competitors. Competence consists of individual competencies and is generally based on competitive and leading technologies. Each of the competencies is an element of general competence.

The term “competence” was coined by V. Makelville in 1982. According to Mackelville, competence is a range of problems, an area of ​​activity in which a given person has knowledge and experience; set of powers, rights and obligations official, a public organization.
Company competence (business competence)– a set of interrelated skills, abilities and technologies that provide companies effective solution certain tasks and situations.

Standard competencies of the company– a set of advantages, technologies, abilities, knowledge and skills that allows the company to solve problems typical for a given market segment, implement operational processes at the level accepted as standard.
Since most competitors have standard competencies, the lack of standard competencies leads to the company’s rapid disappearance from the market.
Many standard competencies are confirmed by licenses and certificates.
Competencies are sometimes mistakenly called company resources.

To compete successfully, it is necessary to formulate all the company’s competencies and highlight the key ones.

Key(distinctive, basic, exceptional, basic, unique, business competence) company competence(the term “critical success factor of the company”, KFU) is also used - such a competency, the presence of which allows the company to solve problems that are beyond the capabilities of most other market players, sets a new standard of activity in the industry and thereby provides the owner with competitive advantage.
According to G. Hamel and S. K. Prohalad, a company should be perceived not as a collection of its constituent business units, but as combination of key competencies– skills, abilities, technologies that allow the company to provide its consumers with certain values.

Key competency is the strategic potential of the company. Operational management company (the ability to effectively conduct business) - a way to benefit from potential.
Signs of key competence:

· importance for consumers, their willingness to pay for competence as for the majority of the acquired value;

· ability to change and adapt to new market requirements;

· uniqueness, low probability of repetition by competitors;

· based on knowledge, not on coincidence

· connection with several types of activities or products;

· relevance, compliance with the strategic aspirations of the market and the company;

· the possibility of partnership to create a new core competency;

· clarity, accessibility of the formulation of competence for unambiguous interpretation.

Key competencies could be:

Knowledge of market needs and the ability to regularly obtain this knowledge;
- the ability to put into practice the proposals needed by the market;
- the ability to constantly increase and develop your key competencies.

The creation of exceptional customer value, which is the resulting element of the enterprise's market orientation, requires effective cooperation between all functional departments of the enterprise. Market orientation is designed to remove traditional barriers between different functional units to create customer value.

Customer value is the benefits received from a product minus the costs of acquiring it. The benefits include: the product itself, the accompanying service, the experience gained in the process of receiving the product, and personal impressions of the product. Costs are the money spent on the purchase, the time and effort spent, and moral costs (the risk associated with the product). Exceptional customer value is characterized by a high degree of superiority of favorable impressions associated with the experience of consuming a product over initial consumer expectations and the customer value offered by competitors. The most effective ways to create customer value are determined based on the competencies of the enterprise. Measures to increase consumer value contribute to the establishment of a market orientation of the enterprise and strengthening of its key competencies