The professional competence to act
What is competence to act at all? To begin with, the term “competence to act” is composed of two terms: “action” and “competence”. The word “action” can be defined to execute a specific activity in a targeted manner. The word “competence” can be defined as expertise or as a field of responsibility. This means that it encompasses all people’s abilities, knowledge and methods of thinking. For successful human and corporate management, the competence to act is essential for a manager in the 21st century. Century basic condition. What is the subdivision of the competence to act? The competence to act is divided into the 4 following dimension also called key competences, namely into technical competence, which defines, for example, independent accomplishment of tasks / facts, into method competence e.g. the ability to skilfully solve tasks or develop solution strategies in social / emotional competence, which defines all personal abilities / attitudes, e.g. communication skills and finally in personality competence e.g. the ability to be willing to learn. In addition, there are now over fifty professional competencies in scientific literature. We have familiarised ourselves with the scientific model of competence and have developed the following competence formula:
Professional competence + methodological competence + social competence + personality competence = competence to act
Do small interpersonal problems often occur in your team? Then the manager needs the appropriate social and methodological competence in order to rule out any endangerment of the entire team’s success. The problem must first be recorded and can then be solved. Social competence is therefore important when dealing with people. Methodological competence is the key to efficient and effective completion of tasks. A natural authority is given to the leader through personality competence. But how is personnel development implemented in the company? There are various possibilities for this, which can be realised either through regular appraisal and feedback interviews with employees or through participation in in-house training courses or external seminars / further training courses. ALEADON offers seminars and personnel analyses on its website, including the competence analysis, which is based on the scientific competency model according to Professor Theo Hülshoff. The competence analysis developed by ALEADON represents different competencies and identifies competence gaps and presents the competencies as a self-image and an image of others. It is also used to determine the competencies of a team and to identify competence gaps within a team. You can also use our feedback system for personnel development, which offers you the possibility to create your own templates or to use standard online templates in different feedback variants. In addition, there are comment fields in which notes for improvement can be entered. Archiving is digital and data processing is evaluated anonymously. With the feedback system you can choose between 90 degrees, 180 degrees, 270 degrees and 360 degrees. When using the 90 degree feedback, the external image is displayed by the superior. The 180 degree feedback represents the self-image as well as the image of others by the superior person. If the external image is to be represented by several people, use the 270 degree feedback. Finally, you can select the 360 degree feedback, which represents the self-image as well as the image of others by several people. This analysis provides the supervisor with professional feedback during discussions with employees.
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