Managerial competency model: problems and ways of optimizing

<p>&nbsp;</p><p>Managerial Competency Model is one of the modern tools to organize the whole process of working with managerial personnel in the organization. It is the basis for the establishment of standards of HRM, which are widely used in the process of selection, training and development, evaluation and career planning.</p><p>To make the whole system work, it is necessary to use a thorough approach to develop competency models in accordance with the requirements of different levels of managers and based on the characteristics of the corporate culture and the environment of the organization.</p><p>The object of the research &ndash; Managerial Competency Model.</p><p>The subject of the given research - problems and ways of optimization of a managerial competency model.</p><p>The aim of this work - to identify ways of optimization of a managerial competency model, which is used in the real organization (VTB 24). Based on the aim, the number of steps can be noted:</p><p>1) Based on the leadership and managerial approaches, to give the definition to &quot;manager&quot; and to consider the key approaches to the characteristics of successful managers;</p><p>2) To dive the definition to the concept of &quot;managerial competency model&quot; and determine its function within the organization;</p><p>3) To highlight the key principles for creating competency models of managers;</p><p>4) To take into consideration the most popular research managerial competency models;</p><p>5) To identify the major problems associated with the development of competency models of managers;</p><p>6) To analyze the managerial competency model of VTB 24 and highlight the key areas of its application;</p><p>7) To identify the main problems of the existing Competency Model in the given organization;</p><p>8) To suggest some ways to optimize the existing competency model in VTB 24.</p><p>The methodological basis of this work include the following data collection methods:</p><p>1) The analysis of the internal documentation of the organization, such as the Charter of the organization, the Regulation of the employee competency assessment, the Regulation of the career development of employees, the Guidelines for interviews to assess candidates for managerial positions and other documents.</p><p>2) The observation (which was conducted during the internship in the given organization).</p><p>3) The in-depth interview with the head of the Department of Management Development of &nbsp;VTB 24.</p><p>The main result of this study can be seen in the development of an optimized version of the managerial competency model for different levels of managers. Moreover, the behavioral indicators are also proposed for each competency.&nbsp;</p>