Organizing your own activities

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Indicators of a high level of QM include: effective use of personal time at work, proper allocation of energy, resources and time to complete key tasks, reduced staff attrition and the use of a system of delegation of duties.


Levels of management competencies
Let us consider in more detail the levels of managerial competencies of a leader using examples.

Level Qualification Skill and knowledge
Elementary None The manager does not have structured knowledge
Base Theoretical knowledge The switzerland email list manager has general knowledge of key management competencies
Initial experience Limited experience The manager applies skills, abilities and personal qualities to solve simple problems
Advanced Considerable experience The manager successfully uses competencies in complex and large-scale projects
Expert High level of skill The manager regularly demonstrates the required qualities in various projects and trains others
Leadership Development and leadership The manager leads in developing competencies in the organization and achieves outstanding results

Assessment of management competencies
In the process of skills assessment, it is important to consider the prospects for the future development of the manager's management competencies. The three main aspects that are emphasized are motivation, personal management competencies and abilities.

Interview - Question and Answer
Used to assess the skills of current managers and candidates for the management reserve.

During the interview, the focus is on meta-competencies, which show the level of thinking and development of potential of employees, including their ability to adapt, critically analyze, communicate and self-confidence.

Interview - Question and Answer

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Possible difficulties during the interview:

The interviewer's character and behavior discourage the applicant from being frank. An example would be a situation where a junior HR specialist asks questions of a more senior manager who considers it inappropriate to answer in detail and openly.

Information may be withheld by a candidate for various reasons.

The formal atmosphere of an interview can make the applicant feel uncomfortable, making it difficult to communicate freely.

Types of interviews:

Structured — used to assess candidates for management positions. It is divided into blocks on specific topics, includes specialized questions aimed at identifying the professional management competencies of candidates. The main task is to collect information about the qualifications of the participants and compare it with information about other candidates.

The choice is made in favor of those who have the necessary skills, extensive experience and high motivation to perform the work. Even an inexperienced HR specialist can effectively conduct such an interview, thanks to prepared questions.

Interview - Question and Answer

Source: shutterstock.com

Participants are assessed according to uniform criteria, thus minimizing the influence of the human factor. Conducting a structured conversation requires considerable time due to the need to discuss all key aspects of management activities.

Case interviews are used to assess the management competencies of mid-level employees. The following specialists are involved: heads of the HR service/department, a manager for assessing the personnel management system. The candidate is presented with a number of situations related to job responsibilities and asked to describe how he would act in each of them.

This allows for a deeper understanding of the candidate's behavioral patterns, values, and motivation, and their awareness of key aspects of the job. The disadvantages of the method are the need for lengthy preparation of question scenarios and analysis of the answers received.

Consistent . The assessment of the management competencies of employees is carried out in a number of key areas of the company, including heads of sales and marketing departments. The process includes successive meetings with the HR director, heads of structural divisions and the top management of the company.

During these contacts, each participant asks unique questions, forming an opinion about the candidate. Then HR specialists collect a single assessment according to a pre-developed system.