Perfect Personality Profiles (11 page)

Another example of a competency is team working, which requires a different set of characteristics. In this case they would be mostly personality characteristics. A good team worker relates well to others in the team and is willing to help other team members. They will also work hard to help complete the team’s tasks and activities rather than leaving it to others to do the work. In term of the ‘big five’ personality dimensions discussed above, a good team worker needs to be moderate or above on agreeableness and moderate or above on conscientiousness. It would, therefore, be possible to use personality questionnaire scores to learn about some of a person’s competencies, and many employers do this with personality questionnaires. However, some employers prefer to measure competencies directly through questionnaires. These questionnaires may look like personality questionnaires, but the questions will be more focused on working effectively than on your style of working.

Unlike personality traits, where there are no good or bad scores, competencies are directly about effectiveness at work, and so it is better to be high on a competency than low. However, it is the nature of competencies that some of them are not compatible with others – that is, if you are high on one you are unlikely to be high on another. For example, someone who is good at planning and organizing is less likely to be good at adapting to change and vice versa. The very traits that make you good at one tend to interfere with the other.

Also in contrast to personality, there is no consensus on competency models. Typically, each organization develops its own set of competencies, and sometimes each role has its own series of competencies. In addition, competencies with similar titles can be quite different in different competency models. One organization might focus their leadership competency on setting objectives and managing work, for example, whereas another might focus more on the interpersonal aspects of leadership, such as energizing and motivating a team.

Following are descriptions of some typical competencies and some questions that might be used to measure them. You will see that these questions are quite transparent, and it would be easy to paint a very rosy picture of your competencies. For this reason these questionnaires are not often used for selection but to aid in personal development. In this context a 360-degrees approach is often used. This is where as well as completing a questionnaire yourself, others who know you well and work with you, such as your manager, several colleagues and the people who report to you, could all be asked to complete questionnaires. Customers and clients are also sometimes asked to complete the questionnaire. In this way an all-round perspective on your competence, reflecting different views of your performance, is gained.

Where a competency approach is used in selection you may find that rather than rating individual items you are asked to choose which statement from a number drawn from different competencies is most true of you – that is, you have to say which your strongest competencies are. Some competency questionnaires ask you to rate your agreement with statements or say how true they are of you. Others might ask you to rate how frequently you do something. The examples below use different formats so that you can practise different response options.

Don’t worry if you don’t have all these competencies. Most people are competent in a number of areas, but few, if any, people are competent in all areas. Employers know this and focus on the competencies that are most important for the role they are selecting for. For instance, drive and initiative is not a requirement in all roles. Where managers and supervisors set policy and deal with problems, other staff do not need to show much initiative. If the role does not require it, someone with strong drive and initiative might become frustrated and unhappy. However, competencies are a useful way of thinking about your particular strengths – what you can bring to a role. Equally, if there is a competency that you don’t have a great deal of but that is important for the work you would like to do, you could identify this as a development need for yourself. Although your personality is fairly fixed and difficult to change, competencies can be developed.

People who are high on this competency are good at making things happen. They don’t wait to be told what to do; rather they see what needs to be done and go and do it. They have energy and initiative and are self-motivated. They are willing to take decisions where needed to make things happen and will act on opportunities when they arise.

Example drive and initiative questions

Rate how frequently you do each of the following at work using the scale below.

 

People who are high on this competency cope well with change. If their priorities are changed or the organization restructures, they adapt flexibly and quickly to the new circumstances. They don’t get upset but keep on working as effectively as they can. They don’t become stressed under pressure or in a crisis but remain composed and focused on their work.

Example adapting to change questions

Rate the extent to which you agree with each of the following statements using the scale below.

 

People who are good at influencing have the ability to gain people’s agreement to their proposals. This might be in the context of getting a team to accept a new way of working or selling a product to a client. They can present ideas effectively and adapt their message to the needs of others. They are good negotiators.

Example influencing questions

Rate the extent to which you agree with each of the following statements using the scale below.

 

People who are good at communication can express themselves clearly either in writing or orally. They have a clear, effective style and understand the needs of the listener or reader. They will check that their message is understood and adapt it if necessary to the recipient.

Example communication questions

Rate how frequently you do each of the following at work using the scale below.

 

People who are good at managing tasks can plan and organize well. They set clear goals, establish priorities and monitor progress to make sure that things get done. They make sure that deadlines are met and monitor standards. They work in an organized manner.

Example managing tasks questions

Rate how frequently you do each of the following at work using the scale below.

 

People who are good at problem solving can collect and analyse information about people or situations. This may include interpreting data as well as verbal and visual information. They can see to the core of a problem and focus on the most important issues. They find practical and rational solutions that are simple and effective.

Example problem solving questions

Rate the extent to which you agree with each of the following statements using the scale below.

 

People who are good at innovating can easily generate ideas and options. As well as developing their own ideas and solutions to problems, they can build creatively on the ideas of others. They can see the possibilities in a situation and develop new opportunities. They often come up with ideas others haven’t thought of.

Example innovating questions

Rate how frequently you do each of the following at work using the scale below.

 

People who have a good strategic perspective look at issues in a broad context and see the relationships between different parts of a business or organization. They can see the implications of decisions across a wide range of functions and over a longer time scale. They look beyond their own day-to-day responsibilities to take a broader perspective.

Example strategic thinking questions

Rate the extent to which you agree with each of the following statements using the scale below.

 

Good team workers work well with others, contributing towards achieving the common goal. They will support and help others to improve the team’s performance, and they are cooperative and will give way to the team consensus if others do not agree with them.

Example team working questions

Rate how frequently you do each of the following at work using the scale below.

 

Good leaders inspire and motivate others to work towards organizational goals. They can create and share a vision for the future and generate enthusiasm in others to achieve it. They relate well to others and are well respected by them. They encourage others to give of their best.

Example leadership questions

Rate how frequently you do each of the following at work using the scale below.

 

For each set of four statements choose the one that is most like you and the one that is least like you.