There are several strategies to identify competencies. The first strategy for identifying key competencies for roles in your organization is to look at top performers. They are the people who have set the benchmark and often consistently exceeded what’s needed for success in that particular role. Analyzing what they specifically do gives you the competencies you need to inquire about, measure, and evaluate when interviewing.

The second strategy for identifying key competencies is to take a look at what changes the organization is experiencing, and what the evolving organizational needs and strategy that impact each specific role for which you are interviewing. In other words, you not only want to determine key competencies for what’s needed today, but also for your emerging needs.

Changes in your industry, the marketplace, occupational licensing, and/or government regulations impacting compliance standards are the third and final way to determine key competencies. For example, in the state of Massachusetts there was new licensing effective June 2015 for Community Health Workers, which included twelve competencies. As a trainer for a nonprofit organization that provides professional development and training for Community Health Workers, I (and all trainers) had to update curriculum and demonstrate direct connection to a minimum of four competencies for each topic. Organizations that hire Community Health Workers now use these licensing guidelines to determine the skill level of each applicant for these jobs/roles.