The making of competency profiles for selected workplaces in Organisation X

V teoretičnem in empiričnem delu smo preučevali področje kompetenc in kompetenčnih profilov. Najprej smo na kratko omenili sistemizacijo in analizo dela. Nato smo opredelili kompetence in z njimi povezane temeljne pojme. V nadaljevanju smo predstavili sestavine kompetenc, razvrščanje kompetenc, model ledene gore, merjenje kompetenc in management kompetenc. Opisali smo tudi kompetenčne modele in profile ter navedli razloge za uvajanje kompetenčnega pristopa. V empiričnem delu smo v izbrani organizaciji izvedli raziskavo med 139 zaposlenimi. Zaposleni so bili preko elektronskih naslovov pozvani k sodelovanju pri raziskavi, ki je bila izvedena s pomočjo spletnega anketiranja. Odziv je bil 57 %. Na podlagi analize odgovorov anketirancev smo izdelali kompetenčne profile za izbrana delovna mesta, torej za delovno mesto Kadrovik VII/2-II (sodelavka za kadre), Svetnik v pravosodju (vodja projektov) in Sodni zapisnikar V-I (sodna zapisnikarica), kar je bil tudi glavni namen zaključnega dela. Pri preverjanju povprečij pričakovanih in dejanskih kompetenc smo ugotovili, da so odstopanja med njimi zelo majhna. Poleg tega smo še ugotovili, da se anketiranci zavedajo pomena kompetenčnih profilov. Nihče od njih ni navedel, da so ti popolnoma neuporabnikar 66 % anketirancev je mnenja, da so kompetenčni profili uporabni. Menimo, da bodo izdelani kompetenčni profili v pomoč vodjem služb in kadrovikom pri kadrovskih procesih (npr.: pri pridobivanju kadra, identifikaciji selekcijskih meril za razgovore, pri zaposlovanju najboljših posameznikov, usposabljanju zaposlenih, načrtovanju njihove kariere …) ter pri motiviranju in razvoju zaposlenih.In the theoretical and empirical part, we studied the field of competences and competency profiles. First, we briefly mentioned work systemisation and analysis, before defining competences and related key concepts. We also presented components of competences, their classification, the iceberg model, competences measurement, and competence management. We described competency models and profiles, stating the reasons behind the introduction of a competency approach. In the empirical part, we conducted a survey among 139 employees working in a selected organisation. The employees were invited to participate in an online research through an e-mail. 57% of the employees responded to the survey. Based on the response analysis, we developed competency profiles for selected workplaces, namely Personnel Officer VII/2-II (Human Resource Associate), Councillor (Project Manager), and Court Reporter V-I, which was also the main purpose of our final paper. When examining the average of expected and actual competences, we determined very low discrepancies between the two notions. In addition, we found that the respondents are aware of the importance of competency profiles. None of them stated that competency profiles are useless, and 66% of them believe that competency profiles are useful. We believe that the developed competency profiles will be helpful to heads of departments and human resource managers in human resource processes (when recruiting staff, identifying selection criteria for job interviews, hiring the best individuals, training employees, planning their career, etc.) as well as in employee motivation and development