Competency-based model

Identify your capital and check that you have the most optimal professional profile to be a board member or board member

Model per competències

Methodology

The career profile registration system responds to the findings of  Career Profile of the Female Board Member and other studies on the career profiles of female executives.

The proposed process for the registering each candidate’s career path is based on the Female Executive and/or Board Member Competency map, as well as a set of theoretical guidelines to ensure the best possible match between the candidate’s professional assets and the career profile being required.

The proposed professional skill-set for female board members was determined from a comparative analysis of findings obtained by similar studies in this area. Most of these were drawn from the model proposed by ISFOL -Istituto per lo Sviluppo della Formazione Professionale dei Lavoratori, Rome (Italy)-, which were adapted by the Fundació Surt in its report “Claus tutorials, guia per a l’acompanyament i el suport tutorial” (Keys for tutorials, a guide for tutorial support and follow-up), Colomer, M.; Palacín, I.; Rubio, F.; (Barcelona. 2008).

Based on these studies, we can define career profile concept as an integrated set of abilities where knowledge, capability, aptitude and attitude are brought together within a specific position or career opportunity.  The necessary talent to best accomplish the duties required by a board member or executive have been divided into two sub-groups:

  • Knowledge and experience 
    Set of concepts and techniques needed to develop one’s professional activity, such as knowledge in economic-financial matters and strategic management.

Recognised capability in specific socio-cultural context and the basic requirements of functioning in a social and business environment, such as familiarity with the corporate world and having technological expertise.

  • Competencies
    Capabilies, aptitudes, expertise and attitudes that interact with one another in order to face a variety of business situations with different degrees of complexities. Divided into three sub-groups: identification, interrelations and confrontment. Examples include self-awareness, communication and emotional management.

We distinguish between 3 levels of competency, according to different requirements for performing the role of executive or board member. The following competencies and attitudes are listed according to each position: I-Indispensible; V-Valuable; C-Complementary.

  Board Member Executive
Knowledge and experience    
Knowledge in economics and finance I I
Management of strategic resources I V
Experience in understanding strategic resources I V
Familiarity with a company’s main operating areas V I
Knowledge of business management and techniques V I
Other areas of expertise C C
General knowledge of the business environment I I
Familiarity with the sector I I
Awareness of the legal and regulatory context V V
Technological expertise V V
Knowledge of foreign languages V V
International / multicultural experience C C
     
Competencies    
Self-awareness I I
Willingness to learn I I
Strategic vision I V
Analytical and critical thought processes I I
Communication I I
Interpersonal relations I I
Teamwork and leadership V I
Responsibility I I
Adaptability V I
Strategic organization and planning I I
Sensitivity I I
Negotiation V V
Management of pressure situations V V
Emotional management V V
Being proactive and self-reliant V I
Creativity and innovation  V V

Finally, it is worth bearing in:

  • Competencies are the set of personal resources not only acquired throughout one’s career by means of education and training, but also family and social experiencies. Thus they come into pay in nearly every situation, whether formal or non-formal (professional, business, work, family, personal, social, etc.).
  • The competency-building system allows us to acquire and improve our skills, one consisting of having the capacity to experience, identify and transfer these competencies to other areas than those where first acquired.
  • They must have the capacity to be applied to a specific environtment (business or organization) and a specific place.