--- title: Inspiration for building and evaluating skill sets / competency models description: We know what you will face when building and evaluating skills (competencies). Our experience can inspire you. --- [Skip to content](https://knowledgebase.sloneek.com/migration/hc/inspiration-for-building-and-evaluating-skill-sets-competency-models#main-content) English Show submenu for translations ![sloneek-logo-hor-color01-R-1.svg\]](https://knowledgebase.sloneek.com/hubfs/sloneek-logo-hor-color01-R-1.svg) - Home - Products - Pricing - Blog - Company Open main navigation Close main navigation - Home - Products - Pricing - Blog - Company - English Show submenu for translations - sloneek.com sloneek.com Hello. How can we help you? - There are no suggestions because the search field is empty. 1. [HELP CENTER](https://knowledgebase.sloneek.com/migration/hc?hsLang=en) 2. [Evaluation](https://knowledgebase.sloneek.com/migration/hc/evaluation?hsLang=en) 3. [Content inspiration for evaluation](https://knowledgebase.sloneek.com/migration/hc/evaluation?hsLang=en#content-inspiration-for-evaluation) # Inspiration for building and evaluating skill sets / competency models ## We know what you will face when building and evaluating skills (competencies). Our experience can inspire you. **What do you find in this article?** | [Why and how to get started with skills/competency management](https://knowledgebase.sloneek.com/migration/hc/inspiration-for-building-and-evaluating-skill-sets-competency-models#why-how-start-competencies) | | --- | | [How to build competency models / skill sets](https://knowledgebase.sloneek.com/migration/hc/inspiration-for-building-and-evaluating-skill-sets-competency-models#how-to-build-competencies) | | [Setting up an assessment scale](https://knowledgebase.sloneek.com/migration/hc/inspiration-for-building-and-evaluating-skill-sets-competency-models#setting-up-scale) | | [The process of developing and assessing competences in the company](https://knowledgebase.sloneek.com/migration/hc/inspiration-for-building-and-evaluating-skill-sets-competency-models#process-of-implementation) |         ### Why and how to start managing through skills / competencies This way of managing brings order, clarity, efficiency, savings, increased motivation and, last but not least, joy to the corporate environment. Why do we use alternatives such as **skills** or **abilities** as equivalent to the term **COMPETENCY**? Often, in all languages, the subtle nuances in the term Competency itself are blurred. Skills / Skills are more commonly used and better understood (though not exactly). Moreover, some languages has two different meanings for the same word: - **competence** as an expression of the power to do something, to decide - **competency** as the sum of knowledge, skills, experience and attitudes of people who work for you (or could work for you) **And it is the latter term that is at issue here**. So it is not the intention to confuse, but to approach, explain and teach the use of the correct form. We've put together an e-Book that takes you through competency-based management in real detail and in a condensed view. With tips, tricks, checklists. You can download it [**HERE**](https://knowledgebase.sloneek.com/hubfs/Downloadables/ebook_creation%20and%20evaluation%20of%20competencies.pdf?hsLang=en).   --- ### How to build competency models / skill sets There are different approaches. In practice, we highly recommend avoiding the assessment of non-talking or all-encompassing competences such as **communication or presentation skills**.These are very broad topics and it is more appropriate to select the part that is key for the role. For example, *presenting to an audience of more than 100 people or Establishing relationships with key stakeholders, initiating and leading meetings with clear outcomes*. Thus, these are **specific behaviours/skills** that are key to the specific role and should be evaluated and developed. But if you are still going to use these simplistic terms, **take great care to describe the assessment scale well!** 💡**Remember that there is no one-size-fits-all solution. Every business is a little different and so each will need a slightly different setup.** A good inspiration and to some extent a guide for formulation is to use the**[OECD competency framework](https://www.oecd.org/careers/competency_framework_en.pdf)**. It will help you get oriented quickly, soak up inspiration and help with formulations.  ❗ **WARNING:** do not be seduced by the fact that the competencies in the database are ready-made for the position. Carefully consider their exact take-up. **See them as inspiration, not as one source of true**❗ ### Setting up the assessment scale As with the competencies themselves, the scales are highly individualisable. Which ones do we use in practice? ![digit-one\_31-fe0f-png](https://knowledgebase.sloneek.com/hs-fs/hubfs/Knowledge%20Base/Icons%20-%20Bullets/digit-one_31-fe0f-png.png?width=20&height=20&name=digit-one_31-fe0f-png.png) **YES / NO** (boolean) - particularly useful for assessing hard competences. Use it where we do not assess any "in-between". ![digit-two\_32-fe0f-png](https://knowledgebase.sloneek.com/hs-fs/hubfs/Knowledge%20Base/Icons%20-%20Bullets/digit-two_32-fe0f-png.png?width=20&height=20&name=digit-two_32-fe0f-png.png) **Polarity assessmen**t - a more abstract form of assessment. Assess whether the current state of the competency is closer to the undesirable manifestation represented by the value "0" or closer to "100".  ![scale\_competence](https://knowledgebase.sloneek.com/hs-fs/hubfs/Knowledge%20Base/Hodnocen%C3%AD/Kompetence/scale_competence.png?width=688&height=205&name=scale_competence.png) ![digit-three\_33-fe0f-png-1](https://knowledgebase.sloneek.com/hs-fs/hubfs/Knowledge%20Base/Icons%20-%20Bullets/digit-three_33-fe0f-png-1.png?width=20&height=20&name=digit-three_33-fe0f-png-1.png) **Scale Description Assessment** - We describe the scale values (e.g. 0-5) precisely to make it clear what each level represents. We use 2 approaches here: - **Example 1**: Sets realistic and relevant goals. Can plan. - - **0** - Disagrees - **1** - Rarely - **2** - When the opportunity arises - **3** - Only when making a big effort - **4** - Often - **Example 2**: Effective communication - **0** - Formulation of ideas in both written and oral form is very difficult, ability to listen to others is limited, communication of information to others is haphazard, sporadic and fragmented - **1** - has difficulty formulating ideas, especially in written form, has difficulty listening, passes information to others only on request, cannot predict his/her reactions to unexpected situations - **2** - in normal situations, he/she formulates his/her thoughts clearly and comprehensibly both in spoken and written form, listens to others without much difficulty, shares information, reacts appropriately to the situation, his/her communication is not always convincing - **3** - articulates his/her ideas clearly and comprehensibly both in spoken and written form, listens to others, responds assertively to the situation, is able to engage others with his/her speech, tolerates the opinions of others - **4** - formulates ideas both in written and oral form at a very good level, actively listens to others, healthy and appropriate self-presentation is natural for him/her, can present in front of a group, can open communication, creates an environment for others to communicate, welcomes and develops others' opinions, can provoke constructive conflict, requires feedback - **5** - articulates ideas in written and oral form is at an excellent level, practices active listening without exception at all times, healthy and appropriate self-advocacy is natural to him/her, can present in a large forum and persuade others with his/her speech, can elicit and work with others' real opinions, can use constructive conflict, can work with feedback, communicates with other cultures. **For the second example, pay close attention to a clear definition and good reasoning of the required behaviour / knowledge. It can easily happen that the speech described does not capture the clear essence of the competency needed to perform the role.** --- ### The process of developing and assessing competences in the company   ![Metodika\_KM](https://knowledgebase.sloneek.com/hs-fs/hubfs/Knowledge%20Base/Hodnocen%C3%AD/Kompetence/Metodika_KM.png?width=606&height=845&name=Metodika_KM.png)       - [First steps](https://knowledgebase.sloneek.com/migration/hc/first-steps?hsLang=en#main-content) - [What each User needs to know](https://knowledgebase.sloneek.com/migration/hc/first-steps?hsLang=en#what-each-user-needs-to-know) - [What the team Manager needs to know](https://knowledgebase.sloneek.com/migration/hc/first-steps?hsLang=en#what-the-team-manager-needs-to-know) - [What the account Administrator needs to know](https://knowledgebase.sloneek.com/migration/hc/first-steps?hsLang=en#what-the-account-administrator-needs-to-know) - [User settings and management](https://knowledgebase.sloneek.com/migration/hc/user-settings-and-management?hsLang=en#main-content) - 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