How to Write Core Competencies for Entry Level Accountants

The core competencies of each individual job -- the key skills and abilities needed by the incumbent to successfully fulfill the duties of the position -- should relate to the overall mission of the company, helping the business to achieve its strategic objectives. Organizations also use the core competencies as a roadmap for the career path within a series of jobs. As the individual progresses through the various seniority and experience levels, there is an associated increase in the complexity of the competency requirements.

Instructions

1. Review the company mission statement, strategic plan and any organizational goals and projects central to the company's overall purpose. Read the job description and review the job duties of an entry-level accountant. Determine how the accountant role fits into the company's overall mission.

2. Brainstorm a list of all the potential competencies -- skills, abilities, technical knowledge and behavioral qualities -- required for an accounting position. Reduce the list by grouping duplicative and closely related items together to form single competencies. Cut the list further by removing those not appropriate for an entry-level position, and prioritizing the remaining competencies according to the organization's values and strategic mission.

3. Group all the technical competencies together, then finalize the description of each competency so that it represents a specific, clear and achievable skill for the incumbent to fulfill. Examples of concise technical competencies might be "post journal entries to the general ledger" and "define and explain accounting terminology and acronyms."

4. List the personal competencies associated with an entry-level accounting position. These tend to be more difficult to define, and -- unlike technical competencies -- are not typically seen on the job description. Examples of personal competencies might include "effectively communicates and clearly explains accounting principles to customers without the use of technical jargon" and "maintains professional, appropriate and respectful behavior at all times."

5. Type the finished competencies into a final document, including some competencies based on business perspectives and company strategy -- for example, "completes monthly budget balancing activities and informs upper management promptly if concerns are identified."

6. Ask pertinent managers, human resources professionals and subject matter experts to review the competencies and provide feedback, then revise the competency document as appropriate.

Tips & Warnings

• Apply the "SMART" principle when possible. Each competency should aim to meet at least some of the SMART criteria: specific, measurable, attainable, realistic and timely.

• Don't include too many competencies. Focus on those directly relevant and most important to the successful performance of the job or the advancement of the company goals.

References

• American Institute of CPAs; Core Competency Framework & Educational Competency Assessment Web Site; May 2010
• Vermont Department of Human Resources: Competencies
• State of Vermont Workforce Planning Toolkit: Creating Competencies for Your Workforce Planning Process
• State of Wyoming: Business Cluster and Accounting Pathway Competencies
• Iowa State University: SMART Goal Setting