Competencies Consulting

Salary.com provides a comprehensive set of competency models that provide a framework for all typical job families and jobs at all levels within a corporate organization. Our Leadership Capabilities Program includes in-depth leadership competencies and a highly effective and proven process to identify and develop the leaders you need at all levels to compete successfully in the current competitive business environment.

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Functional Job-Competency Models

Each Salary.com job-competency model includes job profiles for all jobs in the model including all key functional (as well as business, individual and management) competencies, behavioral-based proficiency descriptors unique to each competency and low or no-cost Learning References specific to each competency in the model. Click on the links below to see the job families included in each of our off-the-shelf job-competency models.

Corporate Enterprise

Insurance

Banking

Retail

Healthcare Administration

Manufacturing

Information technology

General Corporate Functions

Customer Relationship Management

Leadership Competency Models

Leadership competencies represent groups of behaviors organized around themes that distinguish excellent performers in organization settings. These factors enable individual leaders, their coaches and organizations to assess, track and improve the identified behaviors required for success.

Details

Under the guidance of internationally renowned expert Dr. Stephen Schoonover, Salary.com has developed a Holistic Leadership Framework, which consists of 32 leadership characteristic on three dimensions—Interpersonal versus Operational; Planning versus Acting; and Strategic versus Tactical (Organizational Level).

These dimensions give rise to Leadership Archetypes whose positive characteristics and potential pitfalls may include the following:

The Visionary (Strategic Interpersonal Planner): Focuses on the future; but may lack practicality.
The Champion (Strategic Interpersonal Actor): Sponsors change; may not prepare adequately to enable change.
The Strategist (Strategic Operational Planner): Generates innovation; may focus too much internally.
The Orchestrator (Strategic Operational Actor): Focuses on key organizational outcomes; but may push initiatives despite the cost.
The Organizer (Tactical Interpersonal Planner): Creates trust and buy-in; may focus too much on building relationships at the expense of getting things done.
The Facilitator (Tactical Interpersonal Actor): Supports and encourages people according to their style; may avoid conflict and shun being directive.
The Initiator (Tactical Operational Planner): Sets clear objectives and outcomes; may fail to follow through with commitments.
The Achiever (Tactical Operational Actor): Drives work to completion; but may get things done at all costs.

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