There are a large number of different competence systems. The striking thing is the great diversity in terms and definitions. Some competence sets are extensive and detailed, while others are concise and general. Although people try to describe the competences as observable behaviour, it is clear that these sets mainly emerge from behind a desk.
Extensive research carried out by the Free University in Amsterdam together with LTP, has shown that none of the formulated competences is an easy to measure unit. All competences turned out to correlate with several other competences. Some of the formulated competences were clearly pre-determined pigeon-hole terms consisting of the interaction between several competences. One clear example is "leadership". This consists of so many factors that the conclusion that someone fails to meet the criteria of this (pigeon hole) competence, hardly tells you anything about what a person needs to develop. The research then revealed that all relatively pure competence formulations can be clustered into three areas:
Cognitive competences, in particular the ability to think analytically and to find solutions.
Social competences, in particular sensitivity and the ability to deal with people skilfully.
Competences connected to perseverance and initiative, including focussing on results.
Most competence languages fit under one of these three headings. The requirements for the function for which the assessment candidate is destined will be translated into a competency profile. In close cooperation with you we will formulate the competencies, which will be central in the assessment. For this purpose we will use the LTP system of competencies. Of course we can also fit in with the system of competencies possibly already used by you.
Definitions of the chosen competencies will be, if necessary, elaborated by LTP into examples of behavior, which specifically relate to the career path of the assessment candidate. After all the unambiguousness of the function requirements as set by you, is crucial for the reliability and the validity of the assessment results.
The advantage of the TFP approach is the applicability. When analysing the competence profile of an individual, a team, or even a function or part of an organisation, these headings already provide a lot of information and prevent these domains from becoming too unbalanced. In addition the Think-Feel-Power headings also apply to personal development. When someone develops the competence "relationship management" other competences in the Feel domain also improve, such as "cooperation", "coaching", "management skills" and "customer focus". The LTP consultants are able to use this model to make a quick insight into someoneТs profile and to evaluate people and coach them. Meanwhile many organisations have together with LTP integrated this evaluation system of TFP classification into their competence management.