Mr. O’Halloran

Sales & Marketing

The Curse of Being Competent

By Robert O’Halloran, Professor & Chair, Hospitality Management, East Carolina University

Competence Defined

We hear the word competence or incompetence used frequently. To be competent implies a level of knowledge and or expertise in a certain area. No one can know everything but we often confuse competence with knowledge, common sense and work ethic. We all like to believe we are competent however, we know that not everyone is and that being competent often comes with additional responsibilities. Is the employee working optimally, or can they assume more responsibility? Competence can be considered having the correct or adequate knowledge, skills or abilities to perform a task and/or a job and is about workload. We know that all jobs are not equal and therefore, workload is not equal. The question is “is the person capable and competent?” For example, one might be able to do a job but might not have the correct background and therefore need to make up for their lack of education and/or training through hard work.

Hiring Competence

How does it happen that incompetent people are hired? Why would anyone hire an incompetent person? In some instances, a trained and able workforce is difficult to identify and organizations use what has been referred to as “warm body syndrome” so they have someone, if not the right person, working. The question is, what are the standards set for those being hired and can they be measured? Focusing on competence in the work force we think of tools such as job descriptions, recruitment processes, training programs, and our own and our colleague’s knowledge, skills and abilities. For example, in a system where jobs are grouped by level of competence, people can be at the same level or grade and be paid the same but not be performing at the same level of competency.

Employers love competent people. They all want to recruit them however, not everyone is equally competent. Some employees are more competent than others and often do not work at the same level of intensity. So it becomes the job of the competent people to do their jobs and in some cases some of other people’s jobs. Employers expect a “team” work ethic to get the job done and meet the needs of the guests. Therefore competent people often do more than their fair share.

Characteristics of Competence

Competent people have a set of values that go beyond knowledge, skills and abilities. They possess a unique work ethic and take pride in completing a task. They have common sense and see service at both professional and personal levels. They also have a desire to learn and improve. These characteristics tied with the knowledge, skills and abilities needed for their position makes them uniquely competent people and great employees. For example, work ethic is a regular topic of conversation today amongst and between recruiters. Work ethic is the attitude oriented towards getting the job done. Finishing what we have started and being committed to doing whatever the job is correctly and completely. These are the components of competence and are used in job descriptions and specifications and therefore used in recruitment, selection and placement, and operational management of employees in the work place, training, workforce planning and compensation. Competence also has implications for incentives and compensation.

Think about team projects either in the work place or when you were in school. Competent people do not want the team or group to fail and will pick up the slack for those that are not contributing. However, they should be provided incentives and be compensated for this attitude and ultimately behaviors that benefit an organization. Additionally, we need to provide opportunities for all employees to enhance their competence and become more productive and create a more equitable work environment.

The result of incompetence is often sloppy performance, that performance needs to be corrected and it will be the competent people that end up doing these jobs in addition to their own. Competence is an attitude to finish and get the job done. It is unwillingness to be sloppy or have others thought they/we (competent people) are incompetent, untrained and or sloppy that gets the job done correctly. Consider where you have encountered incompetence. In a hotel checking in, in a retail store, a quick service restaurant, at a department of motor vehicles, working with your own colleagues, government agencies, the list goes on and on. Lack of competence comes in many forms and can be labeled as characteristics as in the examples below.

Hiring Competence

We would all like to think we hire competent people and give them the training they need to perform optimally and therefore compensate them appropriately. Jobs that once were relatively simple now require higher levels of performance, planned systems and work processes and therefore enhanced skills. In addition to enhanced skills competence involves credibility, experience, ability, and a desire to learn. Matching competence with proper (optimal) training can produce a more competent employee. For example, if a new employee lacks some needed skill, the organization can provide training and the opportunity to learn that new skill. A new employee who has that desire to learn and be totally competent, in the short term compensates for their deficiency with enthusiasm and work effort as they seek needed expertise. In the long term this attitude will create a competent and productive employee.

Competent employees are thinkers; they possess knowledge for the job, they comprehend the tasks required and can think through an issue to apply new information in the workplace. As they grow in their jobs they are asked to provide more analysis, synthesize new ideas and processes and ultimately evaluate decisions and performance. These traits commonly referred to as Bloom’s Levels of Learning are enhanced and honed through education and training throughout one’s career thus enhancing individual competence. Finally, team work is critical for an organization’s success. We must all be heading in the same direction and working towards a common vision, mission and goals. Team work implies good communication, leadership, being able to work with others.

Build Competence in the Work Place

In an ever changing business world, competence and therefore education continues to be a differentiating competitive factor. A business professional has many demands, but none more important as to remain ahead of the competition through learning opportunities. I speak as an educator that values professional education and its lifelong impact. As an educator, I see the value of continuing to learn from industry practice and also believe in strengthening the bridge between academia and industry is vital. For industry professionals, managers and owners, it is equally important to continue learning and life long learning partners are key tools in a career plan and remaining at the highest level of competence. Updating skills and knowledge is now a lifelong endeavor, causing many employers and employees to spend more effort, time, and money on education and training. A business focusing on development of competent employees can consider the following;

1) Define Competence
2) Define needed knowledge, skills, attitudes
3) Plan career paths for employees and by position and therefore highlighting the portion role in the workplace
4) Provide needed education and training opportunities to employees (management and staff)
5) Support competence based incentives and compensation programs
6) Solicit feedback from employees on the competence of their workplace; processes, people and environment

Feedback can then be integrated into the definition of competence as the work place and the workforce evolve. Competency as represented in skill standards provides benchmarks for making education and training decisions, shaping curricula and learning methods and directing funds toward highest value (ROI) education and training investments.

Competent people make the world go round. They pick up the slack and get the job done. However, the competent people are tired and need the rest of the folks at work, home and at play to step up and contribute more. Managers for their part need to display and model competence and demand it from their employees. This is easy to say and clearly more difficult to accomplish, but a worthy goal none the less. A focus on competency creates a culture and community of learning in the workplace that can translate into an increasingly productive and competent work force

Professor O’Halloran is Chair of the Department of Hospitality Management at East Carolina University (ECU). He has operational experience as a general manager and as a training manager for Jolly Roger and Trans Pacific Restaurants. He has experience in the front office and food and beverage departments and worked as a hospitality management consultant. He is a Commissioner for AH&LA’s Certification Commission and was elected as Vice Chair. He is a member of the Board of Trustees of the AH&LEF. He is also a member of the Educational Institute of AH&LA Faculty Advisory Board. Mr. O’Halloran can be contacted at 252-737-1604 or ohalloranr@ecu.edu Extended Bio...

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