Inventory and Classification of Competencies

Cardinal, specific and transversal competencies

For efficient management, competencies should be organized in inventories that facilitate their identification and evaluation.

Cardinal competencies are those that must be possessed by all members of the company, regardless of their hierarchical level, since they represent the core values of the brand.

Specific competencies are defined only for certain groups or departments according to the particular nature of their tasks, such as technical precision for an engineer or physical strength for an operator.

Finally, transversal competencies are common to most professions and are divided into instrumental (analysis and synthesis), personal (cooperative work) and systemic (leadership and strategic vision) phases, allowing the worker to adapt to various work environments.

The Iceberg model of competencies

The iceberg model is a key visual tool for understanding the depth of human talent.

The visible part of the iceberg, located above the water, represents skills and technical knowledge, which are the easiest elements to identify, measure and develop through direct training.

However, the submerged and more extensive part contains motivation, self-concept, values and deep personality traits.

These hidden factors are much more difficult to detect but are critical to long-term performance.

A comprehensive assessment must transcend the tip of the iceberg to understand what really drives the worker, as observable behavior on the surface is only a reflection of a much more complex internal structure.

Summary

Competencies are organized into inventories to facilitate their assessment. Cardinal ones represent core values of the brand, while specific ones depend on the nature of the department.

Transversal competencies are common to several professions and include instrumental, personal and systemic phases. They help the employee to adapt to diverse work environments in a cooperative and strategic manner.

The iceberg model illustrates that technical skills are visible, but values and personality are submerged. These hidden factors actually determine performance.