其實對于國內(nèi)人力資源管理領(lǐng)域的來說勝任力并不是個太陌生的詞語，簡單來講，勝任力就是指員工身上那些能夠帶來有效或出色結(jié)果的潛在特質(zhì)，包括動機、性格、技能、自我感覺、社會角色和知識結(jié)構(gòu)等等。而據(jù)了解，不少企業(yè)已經(jīng)接觸到了這個人力資源管理的術(shù)語，更有企業(yè)早已建立了自己企業(yè)的勝任力模型，并在逐步推行實施。

In fact, competence is not a unfamiliar term for domestic human resource management. Simply put, competence refers to the potential traits of employees that can bring effective or outstanding results, including motivation, personality, skills, self perception, social roles, and knowledge structure. It is understood that many Chinese companies have come into contact with this term of human resource management, and some have already established their own competency models and are gradually implementing them.

企業(yè)對某個崗位、某個群體的工作勝任力進行敘述性描述而確認出的結(jié)果可以被稱為勝任力模型，而勝任力模型則完全有可能取代以往的工作描述而成為所有人力資源管理活動的基礎(chǔ)，這一模型的應(yīng)用將大大提高企業(yè)招聘、雇傭、培訓開發(fā)、業(yè)績評估、獎勵和提升方面的效率和效度。

The results confirmed by an enterprise's narrative description of the job competency of a position or a group can be called a competency model. The competency model is likely to replace the previous job description and become the basis of all human resource management activities. The application of this model will greatly improve the efficiency and effectiveness of enterprise recruitment, employment, training and development, performance evaluation, reward and promotion.

長期以來，工作描述和工作說明書是作為企業(yè)所有人力資源管理活動的基礎(chǔ)存在的，但由于傳統(tǒng)的工作描述只著重于描述工作本身，而勝任力模型則更重視人而不是工作、更注重結(jié)果而不是工作內(nèi)容，因此它相比工作描述將會有更明顯的優(yōu)點。

For a long time, job descriptions and job descriptions have been the foundation of all human resource management activities in enterprises. However, traditional job descriptions only focus on describing the job itself, while competency models place more emphasis on people rather than work, and focus more on results rather than job content. Therefore, they will have more obvious advantages compared to job descriptions.

以企業(yè)的招聘活動為例，企業(yè)傳統(tǒng)的招聘是根據(jù)做好的空缺崗位的工作描述去尋找那些能完成這項工作的人，而如果在招聘中運用勝任力模型，企業(yè)就可以在相同崗位上尋找出內(nèi)部有效率的員工，并從他們身上找出一些共通的特質(zhì)，然后以此作為招聘的目標和篩選標準，或者可以直接鼓勵這些有效率的員工進行與他們類似的朋友，這樣企業(yè)尋求到的人選無疑會更切合需求；

Taking the recruitment activities of enterprises as an example, traditional recruitment is based on job descriptions of job vacancies to find those who can complete the job. However, if competency models are applied in recruitment, enterprises can find internally efficient employees in the same position, identify common traits from them, and use them as recruitment goals and screening criteria. Alternatively, these efficient employees can be directly encouraged to recommend friends similar to them, so that the candidates sought by enterprises will undoubtedly be more suitable for their needs;

同樣，在人員甄選中，運用勝任力模型也可以帶來更有效的結(jié)果，現(xiàn)在的企業(yè)在進行人員甄選時，一般是根據(jù)崗位職責、工作要求來設(shè)立面試題目，根據(jù)他們的能力、經(jīng)驗一一進行評估從而找到合適的人，在甄選時應(yīng)用勝任力模型，企業(yè)就可以找出那些、效率高的模范員工，然后從應(yīng)聘者中尋找與模范員工有著類似特質(zhì)的人，按照他們與模范員工匹配程度的高低進行選擇、淘汰，這樣就既保證人選的可靠性，更體現(xiàn)出甄選過程和標準的客觀、公平。

Similarly, in personnel selection, the use of competency models can also bring more effective results. Nowadays, companies generally set interview questions based on job responsibilities and job requirements, evaluate them one by one based on their abilities and experiences, and find suitable candidates. By applying competency models during selection, companies can first identify outstanding and efficient model employees, and then search for candidates with similar traits to model employees. They select and eliminate candidates according to their level of matching with model employees, which not only ensures the reliability of candidates, but also reflects the objectivity and fairness of the selection process and standards.

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