ABSTRACT
The military takes the majority of its recruits directly from school, college or university and provides a career package that will enable the most able to become the head of the organization. This chapter looks at the origins of "competency," defines the terminology and provides a framework that could apply to any military force. It explains how the concept might be used, the potential benefits and the reasons so many competency solutions fail. Individual competencies are described as consisting of differentiating and personal. Job competencies can be technical or non-technical. Technical competencies are precise and specific. Non-technical job competencies consist of broad high-level skills such as leadership, decision making and managing information. Unit competencies describe the roles that a unit such as a ship's crew, an army company or an aircraft squadron are expected to perform.
