其实对于国内人力资源管理领域的来说胜任力并不是个太陌生的词语，简单来讲，胜任力就是指员工身上那些能够带来有效或出色结果的潜在特质，包括动机、性格、技能、自我感觉、社会角色和知识结构等等。而据了解，不少企业已经接触到了这个人力资源管理的术语，更有企业早已建立了自己企业的胜任力模型，并在逐步推行实施。

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.

企业对某个岗位、某个群体的工作胜任力进行叙述性描述而确认出的结果可以被称为胜任力模型，而胜任力模型则完全有可能取代以往的工作描述而成为所有人力资源管理活动的基础，这一模型的应用将大大提高企业招聘、雇佣、培训开发、业绩评估、奖励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.

长期以来，工作描述和工作说明书是作为企业所有人力资源管理活动的基础存在的，但由于传统的工作描述只着重于描述工作本身，而胜任力模型则更重视人而不是工作、更注重结果而不是工作内容，因此它相比工作描述将会有更明显的优点。

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.

以企业的招聘活动为例，企业传统的招聘是根据做好的空缺岗位的工作描述去寻找那些能完成这项工作的人，而如果在招聘中运用胜任力模型，企业就可以在相同岗位上寻找出内部有效率的员工，并从他们身上找出一些共通的特质，然后以此作为招聘的目标和筛选标准，或者可以直接鼓励这些有效率的员工进行与他们类似的朋友，这样企业寻求到的人选无疑会更切合需求；

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;

同样，在人员甄选中，运用胜任力模型也可以带来更有效的结果，现在的企业在进行人员甄选时，一般是根据岗位职责、工作要求来设立面试题目，根据他们的能力、经验一一进行评估从而找到合适的人，在甄选时应用胜任力模型，企业就可以找出那些、效率高的模范员工，然后从应聘者中寻找与模范员工有着类似特质的人，按照他们与模范员工匹配程度的高低进行选择、淘汰，这样就既保证人选的可靠性，更体现出甄选过程和标准的客观、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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