The construction of competency model is equivalent to the "portrait" inside the enterprise, which refines the ability requirements that each position should have, and is convenient for the later internal talent evaluation and selection and external talent recruitment.

As for what kind of enterprises need to build competency model, there is no strict definition or right or wrong. He Yi suggested that enterprises in the early stage of development should focus on management, and there is no need to spend a lot of time and energy on the construction and management of competency model. For enterprises that have developed to a certain stage or a certain time node (for example, 3-5 years), standardized management can be carried out, and a competency model can be appropriately constructed to promote the business development of enterprises through management. In other words, it is necessary to decide whether to build a competency model according to the situation of the enterprise, and management should adapt to the business development of the enterprise.

Competency model construction is generally to classify similar positions and build the model in order, instead of building a competency model for a position, which generally needs to go through the following steps:

1, the division of sequence is generally divided into management sequence, function sequence, research and development sequence, marketing sequence, production sequence, etc. (Every enterprise is different and needs targeted analysis);

2. Analysis of competency model of each sequence: General management sequence includes general competency and manager competency; The employees in each sequence include general qualities and the quality and ability requirements in this sequence.

3. Determine and define the quality and ability items: generally, determine and define the quality and ability items of each sequence through interviews, data analysis, questionnaires, etc. For example, the ability to solve problems: the ability to find problems in work through professional knowledge and skills and adopt appropriate methods and measures to solve them.

4. summary of behavior points: after determining the quality and ability items, summarize the behavior points of each quality and ability item through BEI interviews, questionnaires, and comparisons between excellent and poor performers (note: the quality and ability behavior points should be fully complementary). For example:

5. Hierarchical description of behavior points: each behavior point is described hierarchically, which is generally divided into three levels. The higher the level, the higher the requirements.