Advancing in an office position is something that I like to refer to as climbing the corporate ladder. Some people reach the top in a diminutive matter of time while others remain in stagnant positions until retirement age. Furthermore, those at the top sit pretty in their situation, and are unmoved or austere with respect to their subordinates’ woes to be promoted. So what does it take to reach those higher-level positions, or more specifically, what job competencies are significant for reaching the same?
Since good bosses are like a dime a dozen and they are often hard to impress or receive praise from, there have got to be other ways to address the aforementioned questions. In order to give some thorough answers, it is first important to comprehend and discuss what a job competency really is. A brief description of job competency would be a series of ways that one conducts himself that are the foundation parts of a job (Building A Job Competency Database: What Leaders Do, 2005).
However, there is a lot more to it than a mere description. There are dimensions that are relative to every job and then there are the specifics that each job entails. Behavior / Conduct When reading about job competency, there are many elements, but a specific element is often cited – the emphasis on behavior. Now, in corporate and legal terms, when “good behavior” is stated, this really means that an employee may remain in office given that he has not corrupted the system, exceeded absences, caused non-peaceful assembly, etc.
(Building A Job Competency Database: What Leaders Do, 2005). It is due to the fact that employees bring unique behavior into a workplace whether they are focused, lackadaisical, flexible, independent, or what have you. These so-called traits are not acquired from a job, but they bring about change in a job atmosphere. While they are not essentially job competencies, they are significant. Moreover, it is pretty much basic knowledge that someone’s personality cannot be changed overnight and at times, not at all.
It is like the saying: “you can’t make an old cow change its spots. ” Therefore, when one seems to possess the right attitude or behavior that is fitting for the specific job, the same is a big plus. Passion, fortitude, and will power may be just as equally important as one’s actual proficiency and experience. KSAs vs. Job Competencies In most occupations, there is the scope of practice or edification needed as well as a list of central responsibilities.
However, these basic specs are utilized initially only in interviews that are conducted for entry-level positions and reimbursement and exercising professionals hardly use the data. It is understood that many competencies are developed over time and are not always innate. It usually requires concrete experience on the particular job to gain more and more competencies. Knowledge, skills and abilities (KSAs), by distinction, may be recognized when one is first coming into the position (Building A Job Competency Database: What Leaders Do, 2005).
For instance, a college graduate may have breezed through his studies with a 4. 0 average, may know the book details or basics through On-the-Job-Training (OJT), but it is likely that he would be competent in a major role just yet. In other words, he has the KSAs needed to begin a career path in the profession, but has not yet developed the thing we know as job competencies. The latter can only be obtained with time, experience, and development.