In a work setting, competencies can be:

• Associated with recruitment and selection.
• Linked to the performance appraisal process and compensation strategy.
• Tied to training and development.
• Associated with succession planning.

By linking competencies to the selection process, you can:

• Present a better overall depiction of the job and what it requires.
• Increase job-person fit by providing a profile to match needed skills with existing abilities.
• Eliminate individuals who are not qualified for the position from the beginning, thereby saving time and money.
• Provide a more structured interview process.
• Identify which competencies are trainable and which are more natural.

By linking competencies to training and development, you can:

• Help individuals develop strengths and find compensating strategies for their weaknesses.
• Focus coaching and feedback opportunities.
• Help align organizational strategy and expectations with the training courses offered.
• Reduce wasted training dollars by offering only courses that support the competencies identified.

By linking competencies to the appraisal process, you can:

• Ensure common understanding of what is being monitored and measured.
• Facilitate discussions about performance expectations and execution.
• Focus attention on actual behavior as well as performance.

By linking competencies to the succession planning process, you can:

• Identify the knowledge, skills, abilities, and behaviors required for key positions.
• Help determine the job-person fit of potential candidates by matching key traits and skills.
• Determine which competencies potential candidates lack that may result in restructuring or revamping roles and responsibilities or providing developmental opportunities.