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Selection and development of operational directors' critical competencies in light of the research conducted

Czubaj-Giżewska Dominika, Jańska Anna, Bednarzewska Kinga

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 195

31--45

Purpose: The study aimed to identify the key competencies employers expect from newly hired managers for the position of Chief Operating Officer (COO). Design/methodology/approach: The preparation of the article was preceded by the observation of economic phenomena and processes and a literature review. Theoretical considerations in this area were supplemented with empirical research: qualitative research methods were used, which include a review of Polish and foreign literature on the subject and an analysis of the content of job offers, which constitute an essential source of information allowing the identification of crucial competencies expected on the labor market in Poland in the context of the position of director operational. Findings: The implementation of the research objective enabled the identification of key competencies that need to be developed to climb the career path more efficiently and reach the highest-level positions in the organization. The most desired competence was business orientation. The most common social competencies were communication, influencing and negotiating, and building relationships. They appeared most frequently in the group of managerial competencies, team management, and leadership. However, in the group of personal competencies, as many as four recurring competencies can be distinguished: analytical thinking, entrepreneurship - striving for results, self-management, and independence. The most frequently mentioned professional competencies included business orientation, knowledge of foreign languages, and professional knowledge. Research limitations/implications: In the job offers examined, the most common competencies were from the managerial competence category, while social competencies are less critical, according to the surveyed advertisers. That is undoubtedly inconsistent with the standard view that modern business is increasingly aware of the role that social competencies play in the effective functioning of the organization. Originality/value: The article contributes to the scientific literature on assessing the competencies of candidates recruited for the positions of operational directors. It also identifies shortcomings in the creation, development, use, and preservation of human capital that need improvement in areas such as education and the social and labor spheres. It indicates areas that need to be improved in the recruitment of managerial staff.