The word "competence" comes from the Latin verb "сompeto" - I achieve, I meet. Competence is the ability, knowledge, ability, and skill of a specialist, thanks to which he solves any problems or achieves the desired results.
When assessing personnel, competence is understood as the formal requirements for the personal and professional qualities of employees. The company prescribes certain sets of key competencies for different personnel, usually consisting of 5-9 characteristics. They serve as the basis for making managerial decisions upon appointment or refusal. In jurisprudence, this term denotes the range of legally established powers of a particular body or official. Types of competencies: - professional (refer to a specific technological process); - over-professional (refer to various elements of the working environment - effective interaction with other employees, the ability to carry out and improve their labor activity); - key, or basic (necessary for obtaining new knowledge, adapting to new requirements and situations). Key competence, in turn, is subdivided into several more types. Communicative competence is the ability to communicate and love to do it. It is not necessary to know everything, it is often enough to know the person who knows the answer to the required question. A communicatively competent person easily forges connections, gaining social capital. Information and communication competence is a continuation or addition of communicative competence. Only instead of getting to know the right people is the ability to find the right answers in information sources - the Internet, first of all. Modern means of communication provide a huge range of possibilities. Social competence is knowledge of the laws, customs of society, the ability to live in it. Self-management is the ability to manage yourself and your life. The term "competence" was first used by the American sociologist R. White in 1959. He designated competence as the effective interaction of an individual with the environment. In the early 70s of the 20th century, the first serious research on the development of competencies was carried out. At that time, the selection of employees was traditionally carried out by examination - the knowledge of general education subjects, American history, the rules of the English language and some economic knowledge was tested. But this approach had serious drawbacks - the tests were difficult for linguistic minorities, in addition, the points scored did not guarantee success. David McClelland developed the concept of behavioral competence that guided the behavior of successful leaders. A list of 19 general competences was compiled. In 1989, the models of competence of entrepreneurs, sellers, employees of various organizations were determined. Examples of managerial competencies are influencing, analytical thinking, achievement orientation, self-confidence, teamwork, collaboration, and others. Of course, it is practically impossible to find ideal employees, in whom all competencies will be harmoniously developed. In the case of uneven development, some competencies can be supplemented by others. With the help of the competence system, such tasks as personnel recruitment, appraisal activities, adaptation of new employees, motivation programs, formation of a personnel reserve, training and development of employees, and the development of corporate culture are solved. To assess competencies, professional and psychological tests, projective techniques, group discussions, business games and other events are used.
