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The MIT
Administrative Staff Core Competency Model
A competency model
is a description of the key competencies required for excellent performance
in a given job or category of jobs. A competency model consists of a
set of competencies that have been selected through some research process
that demonstrates their importance for success on the job.
Competency
models at MIT have been developed using either rigorous research interviews
or expert panels (a panel of people who know the job requirements
well).
In developing a competency
model for the broad category of Administrative Staff, HRPD used a research
protocol that included in-depth, structured interviews of 71 administrative
staff members from a wide range of positions across MIT departments,
laboratories and centers. (For more information on the research, see
Competencies in Human Resource Practices at MIT: The Human Resources
Practices Development Team (HRPD) Recommendations).
The research showed five
behavioral competencies that were considered universally important for
success in all administrative staff positions across MIT. These competencies
should be part of the interview process for any administrative staff
position being filled.
The core competencies are
listed below.
This competency model for
Administrative Staff is referred to as a core model because it
is intended as a starting point. Additional competencies can be added
to the model to address the competency requirements of individual positions.
A similar core competency
model for support staff will be developed by Summer 2000.
The
MIT Administrative Staff Core Competencies
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Ability
to Influence
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The ability to move or persuade others to act in
a desired way. Influencing behaviors might include direct persuasion
(e.g. appeals to reason, data, others’ self-interest), adapting
presentations to the interest and understanding of the audience,
or using indirect influence strategies.
Administrative staff are often required to convince
and influence others, often those they don't have formal authority
over.
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Communication
for Results
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The ability to mobilize an organization to achieve
results by conveying goals and objectives clearly and in a compelling
manner. At the basic level, this competency is about sharing information
effectively. More sophisticated Communication for Results involves
supporting a strategy in the face of resistance or obstacles.
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Information
Seeking
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An underlying curiosity and desire to know more
about things, people or issues. It implies going beyond the questions
that are routine or required to perform the job. It may include
digging or pressing for exact information; resolving discrepancies
by asking a series of questions; or broad environmental scanning
for potential opportunities or miscellaneous information that
may be of future use.
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Interpersonal
Understanding
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The desire and ability to accurately
hear and understand the unspoken or partly expressed thoughts,
feelings, and concerns of others. This skill at understanding
"where people are coming from" is important in building work relationships,
influencing or persuading others, and working effectively in groups.
May include cross-cultural sensitivity.
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Organizational
Awareness
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The ability to understand and learn
organizational relationships and dynamics and use them to achieve
objectives. This includes knowing not only the formal organizational
structure and "by-the-book" ways of doing things, but also the
informal structure--who the "real" decision-makers are and how
they can best be approached. This competency can also include
an understanding of the organizational culture--what approaches
or tactics will tend to work best and what should be avoided.
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