Although talent management is often owned by Human Resources, some aspects are the responsibility of anyone in a leadership or managerial role. Competencies and competency models were introduced into the business world more than four decades ago and are familiar to most business leaders. A competency is a knowledge, skill, ability, and other characteristic (KSAOs), or a group of KSAOs, which, when applied in the appropriate roles, helps to achieve desired results.

Competencies contribute to individual performance that increases the likelihood of a positive impact on organizational outcome. A competency model refers to a collection of competencies that are needed for effective job performance. Competencies serve as a foundational component of human capital and TM systems. They play an important role in the selection, training, and appraisal of HR and other professionals.

An organization might also use competencies to develop performance assessments for existing employees, behavioral interviews for hiring new employees, and selection criteria for succession planning. TM practitioners must work with others in the organization but also help the organization work more collaboratively and effectively. Interpersonal competencies are imperative for the effective use of TM in an organization.

Competency models that are robust for the HR profession or that are specific to TM can therefore be particularly useful to individuals practicing TM, whether in a dedicated TM role or as a leader in other functional areas. Anyone with TM responsibilities can develop their proficiency in these competencies using the same methods as HR professionals use. Practitioners who are applying TM practices to help their organizations win the war for talent need to continuously build their proficiency in these areas.