Competency in Recruitment & Selection

Investopedia defines core competencies as “the main strengths or strategic advantages of a business.” Furthermore Investopedia describes core competencies as “the combination of pooled knowledge and technical capacities allowing a business to be competitive in the marketplace.” (Investopedia 2014). Considering these definitions, the following are Croc’s core competencies:

All companies have core competencies that they use to differentiate their company, product, or service from the competition, Sears is no exception. Also, it is common for a company’s core competencies to change, as their industry progresses through phases and shifts its emphasis between product and process innovations (Regis University, 2011), Sears is no exception. Yet, when a company’s core competencies become misaligned and no longer supports their strategic intent the business is in danger of becoming obsolete (Regis University, 2011), as their customers no longer perceive the unique benefits the company has

The objective of the Cisco executives is to emphasis consideration on competencies that truly affect its competitive advantage. Cisco core competency comes from the precise group of talents and manufacturing practices that bring extra value to the. These competencies allowed Cisco to enter an extensive range of markets.

Core competencies are the capabilities that are critical to a business achieving competitive advantage. The starting point for analysing core competencies is recognising that competition between businesses is as much a race for competence mastery as it is for market position and market power. (Prahalad and Hamel)

Core competencies are set of skills, expertise and professionalism which the service is executed (Johnston & Clark 2001). They make a firm to stand apart and develop a competitive advantage.

Assessment of the content validity of various proposed selection techniques by determining how well they match the general requirements of the job

Core Competencies: The Company is full of assurance and potential. Each and every day represents a new opportunity to share Vision, strategy and style.

Core competence is one of the important concepts that were introduced for the understanding of product

Competencies can be used to provide the behaviours needed at work to achieve the business strategy, and enable organisations to form a model of the kinds of employee it wishes to attract through recruitment.

The goal of selection programs are to capitalize on individual differences in order to select the applicants who possess the greatest amount of particular characteristics that have been assess to be the most important for job success (Cascio & Aquinis, 2011). This goal can be met by utilizing a classical approach to personnel selection. The classical approach to personnel selection starts with the job analysis. From the job analysis sensitive, relevant and reliable criteria are selected on a basis of importance to describe the job specifications that represent knowledge, skills, abilities and other characteristics (KSAOs) that potential applicants are desired to have for the job (Cascio & Aquinis, 2011).

Core competencies are the most significant value creating skills within a company and key areas of expertise that are distinctive to a company and critical to the company's long-term growth. Core competencies are the pieces that a company is superior than its competitors in the critical, central areas of the company where the most value is added to its products. These areas of expertise may be in any area from product development to employee dedication. A competence which is central to business's operations but which is not exceptional in some way is not considered as a core competence, as it will not generate a differentiated advantage over rival businesses. It follows from the concept of core competencies; resources that are

Through an internal environment analysis, companies can identify and understand their own unique resources, capabilities, and competencies that are required for their sustainable competitive advantage. Resources, capabilities, and core competencies are the foundation of competitive advantage. There is no competitive advantages are permanently sustainable in any companies, so they have to consist on their current advantages and develop new advantages by internally understanding and analyzing their resources and capabilities. Competitors have their own unique resources, capabilities, and core competencies to create values for their customers. Both tangible and intangible resources, which include individual, social and organizational phenomena, are combined to generate capabilities. In turn, company’s capabilities are used to build core competencies. Also, core competencies are as a source of competitive advantage for a company to win in the competitive market.

An AbbVie core competency starts with adaptability which is to maintain effectiveness in different environment and with different tasks and responsibilities. While the second competency is collaboration: where all should work effectively with team or work group even those existing outside formal line of authority in order to accomplish organisational goals. Other competencies are innovation (which is the main tool to generate creative solutions), integrity (to build a trust), customer focus and ending with planning and organizing.

Core competency is said to resource allocation, capabilities, knowledge, skills, and expertise along side price chain. It wants 3 elements: skills, resources and processes, and it is communication,

According to Griffin & Pustay (2005), a core competency is a distinctive strength or advantage that is central to a firm¡¦s operations, and by utilising its core competency in new markets, the firm is able to increase