Abstract— How do you define the skills, behaviors, and attitudes that workers need to perform their roles effectively? How do you know they're qualified for the job? In other words, how do you know what to measure? Some people think formal education is a reliable measure. Others believe more in on-the-job training, and years of experience. Others might argue that personal characteristics hold the key to effective work behavior. All of these are important, but none seems sufficient to describe an ideal set of behaviors and traits needed for any particular role. Nor do they guarantee that individuals will perform to the standards and levels required by the organization. A more complete way of approaching this is to link individual performance to the goals of the business. To do this, many companies use competencies. These are the integrated knowledge, skills, judgment, and attributes that people need to perform a job effectively. By having a defined set of competencies for each role in your business, it shows workers the kind of behaviors the organization values, and which it requires to help achieve its objectives. Not only can your team members work more effectively and achieve their potential, but there are many business benefits to be had from linking personal performance with corporate goals and values. This research firstly gives a systematic job-analysis of the networked education college and establishes the framework of the competency model. Then, coupled with relative statistical analysis and data validation works, the Behavioral Event Interview (BEI) method is applied to different sample groups to give elaborate definition of the general competency characters, the job-family competency characters and specific-job competency characters step by step. A three-leveled competency model composed of 14 general competency characters, 11 job-family competency characters and 14 specific-job competency characters is finally constructed, and its value for the further study on competency development is detailed at the end.
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