Procedimiento para el diseño de perfiles de competencias en el sector de telecomunicaciones: caso Radiocuba Sancti Spiritus, Cuba J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 https://doi.org/10.5281/zenodo.21854628 ISSN 3091-1583 CASE STUDY Procedure for the design of competency profiles in the telecommunications sector: case of Radiocuba Sancti Spiritus, Cuba  Yaumel G. Baguet yaumel@ss.radiocuba.cu Received: 06 April 2026 / Accepted: 29 June 2026 / Published online: 31 July 2026 © The Author(s) 2026 Yaumel G. Baguet 1 · María O. Álvarez 2 Abstract Competency management has become a funda- mental strategic approach for optimizing human capital in contemporary organizations. In the telecommunications sector, characterized by rapid technological changes and high competitiveness, the precise deﬁnition of competency proﬁles is essential to align staﬀ capabilities with organiza- tional objectives. This article presents the results of applied research aimed at designing a procedure for developing com- petency proﬁles for positions at the Radiocuba Sancti Spíri- tus Division, Cuba. Using a mixed approach that combined documentary analysis, focus groups, surveys of managers, and expert interviews, the current state of competency man- agement in the entity was diagnosed. The ﬁndings revealed the absence of structured proﬁles under this approach and the prevalence of sectoral qualiﬁers centered on tasks. As a result, a procedure structured in four phases, nine stages, and twenty-three steps is proposed, based on the functional analysis methodology. The procedure aligns with the current Cuban regulatory framework, particularly with the projec- tions of the Draft Labor Code introducing the principle of “demonstrated capacity”. The implementation of this proce- dure will allow the organization to transition from task-based management to a competency-oriented model, improving se- lection, training, and performance evaluation processes. Keywords competency management, competency proﬁles, functional analysis, telecommunications, human capital, demonstrated capacity. Resumen La gestión por competencias se ha consolidado como un enfoque estratégico fundamental para la optimiza- ción del capital humano en las organizaciones contemporá- neas. En el sector de telecomunicaciones, caracterizado por cambios tecnológicos rápidos y alta competitividad, la deﬁ- nición precisa de perﬁles de competencias resulta esencial para alinear las capacidades del personal con los objetivos organizacionales. Este artículo presenta los resultados de una investigación aplicada cuyo objetivo fue diseñar un pro- cedimiento para la elaboración de perﬁles de competencias para los cargos de la División Radiocuba Sancti Spíritus, Cuba. Mediante un enfoque mixto que combinó análisis do- cumental, grupo focal, encuestas a directivos y entrevistas a expertos, se diagnosticó la situación actual de la gestión por competencias en la entidad. Los hallazgos revelaron la inexistencia de perﬁles estructurados bajo este enfoque y la prevalencia de caliﬁcadores ramales centrados en tareas. Como resultado, se propone un procedimiento estructurado en cuatro fases, nueve etapas y veintitrés pasos, fundamenta- do en la metodología de análisis funcional. El procedimiento se alinea con el marco normativo cubano vigente, particular- mente con las proyecciones del Anteproyecto del Código de Trabajo que introduce el principio de “capacidad demostra- da”. La implementación de este procedimiento permitirá a la organización transitar desde una gestión basada en tareas ha- cia un modelo orientado a competencias, mejorando los pro- cesos de selección, formación y evaluación del desempeño. Palabras clave gestión por competencias, perﬁles de com- petencias, análisis funcional, telecomunicaciones, capital humano, capacidad demostrada. How to cite Baguet, Y. G., & Álvarez, M. O. (2026). Procedure for the design of competency proﬁles in the telecommunications sector: case of Radiocuba Sancti Spiritus, Cuba. Journal of Advances in Education, Sciences and Humanities, 4(2), 30-38. https://doi.org/10.5281/zenodo.21854628 1 División Provincial Radiocuba Sancti Spiritus, Sancti Spiritus, Cuba. 2 Universidad José Martí Pérez, Sancti Spiritus, Cuba.

J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 31 Introduction Competency management is a central paradigm in strate- gic HRM, enhancing individual and organizational outcomes across diverse contexts (Alles, 2005; Chiavenato, 2019). De- ﬁning competency proﬁles is essential for aligning human capital with strategic objectives. In telecommunications— marked by rapid technological change and uncertainty— competencies cannot be static attributes; instead, a dynamic, process-based vision involving continuous collective reﬂec- tion is required to manage them eﬀectively (Lorino, 2008). In the Cuban context, competency management has acqui- red growing relevance as a result of regulatory and strategic transformations. Decree-Law No. 13/2020 “System of Work with State and Government Cadres and their Reserves” (Consejo de Estado de la República de Cuba, 2020) establi- shes the need to evaluate the performance of cadres based on results and competencies. More recently, the Draft of the La- bor Code, which concluded its popular consultation period in November 2025 and is expected to receive ﬁnal approval by the National Assembly in July 2026, introduces the principle of “demonstrated ability” as the central axis of the employ- ment relationship. This new principle oﬀers a pathway for sensitive decisions such as hiring, permanence, promotion, training, and professional development, favoring labor mo- bility based on real merits and recognizing non-traditional career paths. The Radiocuba Sancti Spíritus Division, an entity of the Business Group of Informatics and Communications (GEIC) responsible for guaranteeing radiocommunication, broad- casting, and television services in the provincial territory, faces signiﬁcant challenges in the management of its human capital. The diagnosis carried out reveals the absence of job proﬁles structured by competencies, with traditional descrip- tions centered on tasks and functions prevailing. The branch qualiﬁcation standards used present signiﬁcant limitations in relation to competency management, as they are structured around tasks and do not deﬁne competencies, are generic and decontextualized, and do not establish progressive professio- nal development pathways. The research aimed to propose a procedure for the de- velopment of competency proﬁles for positions in the Ra- diocuba Sancti Spíritus Division, Cuba. It was based on the hypothesis that the implementation of this procedure would contribute to the improvement of competency design, a cu- rrent scientiﬁc and legal requirement in the Cuban business context. The concept of competence has evolved signiﬁcantly since the pioneering work of McClelland (1973), who argued that traditional academic examinations do not guarantee perfor- mance and postulated the need to seek other variables—com- petencies—that could predict a certain degree of success. In the following decade, Boyatzis (1982) deﬁned competencies as underlying characteristics of an individual that are related to eﬀective performance in the job, diﬀerentiating superior performance from average or poor performance. In the Ibero-American context, various authors have en- riched this deﬁnition. Cuesta (2000), a Cuban researcher, incorporates experience as a signiﬁcant variable, deﬁning competencies as underlying characteristics in people, asso- ciated with experience, related to successful actions in a job position. Alles (2005) emphasizes the relevance of compe- tencies not only as a selection and evaluation tool but also as a mechanism to foster a solid and coherent organizational culture. Competency management addresses strategic alignment, intellectual asset management, performance evaluation, and fair compensation (Le Boterf, 2001). Competency-based performance appraisal systems evaluate behaviors that drive high-level performance, complementing numerical results (Sahay & Kaur, 2021), with ﬁnancial rewards serving as ex- trinsic motivators that enhance employee eﬀort and perfor- mance. The competency management framework is recognized as an eﬃcient practice that motivates employees and faci- litates decision-making and development (Sahay & Kaur, 2021). Functional analysis methodology, widely used to de- velop competency standards (Harrison et al., 2006), focuses on describing job performance outcomes rather than titles. This technique identiﬁes labor competencies inherent in a productive function at various levels (Mertens, 1999), es- tablishing the main purpose and then determining required functions through a hierarchical map of purposes, key func- tions, constituent functions, and realizations—concrete, ve- riﬁable results that form the basis for competency standards and training programs. The integration of competency units, elements, performance evidence, criteria, and assessment guidelines provides the foundation for competency-based curricula. The Cuban regulatory framework has evolved toward the incorporation of competency management as a strategic tool. NC 3001 (2007) on the requirements of the Integrated Hu- man Capital Management System established the need to deﬁne competency proﬁles for positions. Decree-Law No. 13/2020 (Consejo de Estado de la República de Cuba, 2020) on the system of work with State and Government cadres and their reserves establishes the principles, objectives, re- quirements, and procedures for the selection, training, eva- luation, and development of cadres. It emphasizes the need to evaluate performance based on results and competencies. The Draft of the Labor Code, which concluded its popu- lar consultation period in November 2025 and is expected to receive ﬁnal approval by the National Assembly in July 2026, introduces the principle of “demonstrated ability” as the central axis of the employment relationship. This prin-

J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 32 ciple prioritizes preparation and actual performance over other formal criteria, both for entering and for remaining in or advancing in the job position. The practical scope of this transformation oﬀers a pathway for sensitive decisions such as hiring, permanence, promotion, training, and professional development. The new regulation also provides advantages by favoring labor mobility based on real merits, recognizing non-tradi- tional career paths, and orienting training toward veriﬁable results. However, it also carries risks if applied without clear procedures, so the standard must be interpreted as a principle that obliges the design of objective, transparent, and partici- patory processes. This underscores the importance of having clearly deﬁned competency proﬁles as a basis for objective evaluation processes. Methodology The research methodology was grounded in a mixed-me- thods approach, integrating quantitative and qualitative elements, and was framed within applied research of a pro- jective nature, since its ultimate purpose was to develop a proposal aimed at solving a practical problem previously identiﬁed through a rigorous diagnosis. For the collection of empirical information, a diverse set of techniques and me- thods was deployed. First, documentary analysis was employed, through which institutional documents, branch qualiﬁcation standards, tra- ining plans corresponding to the 2021-2025 period, as well as national and international regulations, were exhaustively reviewed. Concurrently, a focus group was implemented, developed within the framework of the First National Admi- nistrative Section Workshop, held in May 2024, which invol- ved the active participation of 12 key informants, including human capital directors from various territorial divisions, specialists from the national directorate, and heads of admi- nistrative sections. Similarly, a survey was administered to 10 managers from the Sancti Spíritus Division and other territorial divisions during the 2025 Annual Balance, and semi-structured in- terviews were conducted with experts from the Center for Studies in Advanced Management Techniques (CETAD) and the Provincial Institute of Labor Studies (IPEL) of Sanc- ti Spíritus. Finally, participant observation was employed, facilitated by the author’s professional experience within the institution, which allowed for direct immersion in the context under study. The triangulation of these sources—do- cumentary, experiential, and observational—guaranteed a comprehensive and coherent approach to the phenomenon analyzed, providing robustness and validity to the results. Results and discussion The diagnosis carried out at the Radiocuba Sancti Spíri- tus Division reveals the absence of job proﬁles developed on the basis of competencies, since the documents used for job descriptions fall within a traditional approach centered on tasks and functions. These instruments present generic descriptions that do not establish diﬀerentiated levels of mastery, lack behavioral indicators that would enable an ob- jective performance evaluation, and omit any explicit align- ment between job functions and the organization’s strategic objectives; likewise, they do not contemplate mastery levels that distinguish the expected performance between novice workers and those with greater experience, which hinders internal professional progression. Furthermore, the analysis of the training plans correspon- ding to the 2021-2025 period reveals equally signiﬁcant structural limitations. The absence of a systematic diagnosis of training needs is evident, since the selection of training actions responds to available oﬀers, speciﬁc requests, or ge- neric topics, without any explicit connection to the actual requirements of the positions. This deﬁciency results in ran- dom and disjointed training actions, characterized by abrupt thematic changes from one year to the next, isolated initia- tives without a structured pathway, and the lack of training levels that would foster the progressive development of com- petencies. Added to this is the fact that training is conceived fundamentally as a reactive mechanism to problems already evidenced in work evaluations, addressing symptoms rather than underlying causes, and without establishing a cumu- lative sequence that would allow advancement from basic levels toward higher levels of mastery. Finally, a marked disconnection from the organizational strategy is observed, since training actions do not derive from a prior analysis of the critical competencies necessary to fulﬁll the institutional mission, which perpetuates a talent management model alien to the demands of the environment and to the strategic pur- poses of the entity. Table 1 presents the diagnosis of the current situation, the desired state, and the main gaps identiﬁed in human talent management through a competency-based approach. The analysis integrates regulatory, methodological, selection, training, performance evaluation, and organizational culture dimensions, providing a framework for identifying improve- ment opportunities and guiding the development of compe- tency-based proﬁles. Despite the limitations identiﬁed, the diagnostic process also brought to light several strengths that can be leveraged to support the proposed changes. Among the most signiﬁcant are the strong commitment and profound sense of belonging exhibited by the workforce, coupled with a clear recognition among managers of the strategic importance and necessity of

J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 33 implementing competency-based management. Table 1. Diagnosis of human talent management gaps through a competency-based management approach Dimension Current situation Desired state Identiﬁed gap Regulatory National guidelines that are not contextualized to the organizational reality Policies adapted to the territorial context Lack of operational translation of regulations Methodological Proﬁles based on tasks and functions Competency-based structured proﬁles Absence of appropriate methodological designs Recruitment and selection Based on academic qualiﬁcations and experience Based on required competencies Selection criteria that do not predict performance Training Reactive and fragmented Based on competency gaps Lack of knowledge of actual development needs Performance evaluation Focused on task fulﬁllment Focused on competency development Inadequate instruments for competency assessment Organizational culture Technical commitment with limited professional development Culture of continuous development Human potential not suﬃciently enhanced Labor Code; these legal instruments collectively provide the mandatory institutional context and structural references that legitimize and support the implementation of competen- cy-based management within the organization. Contextually, the procedure is carefully tailored to the speciﬁc realities of the Radiocuba Sancti Spíritus Division, taking into account its highly specialized technical nature, the existence of branch qualiﬁcation classiﬁers that ser- ve as a valuable point of departure for functional analysis, and its prior collaborative relationships with both CETAD and IPEL, which facilitate technical support and knowledge transfer. Strategically, the proposal is directly aligned with the Division’s overarching objectives, particularly within the Human Capital Key Results Area, ensuring that the design and subsequent application of competency proﬁles are not developed in isolation but rather contribute meaningfully to the institution’s long-term performance, operational eﬃcien- cy, and strategic fulﬁllment of its mission. Building upon the theoretical and strategic foundations previously outlined, the proposed procedure is guided by a clear set of objectives designed to ensure its practical re- levance and methodological rigor. Table 2 below presents these objectives, classiﬁed into general and speciﬁc catego- ries, which collectively establish the roadmap for the deve- lopment of competency-based proﬁles using the functional analysis approach. The proposed procedure is systematically organized into four distinct phases, which are further subdivided into nine stages and a total of twenty-three operational steps (Figure 1). The ﬁrst phase, Preparation and Organization, is designed to create the necessary organizational, methodological, and human conditions for the process. This phase comprises two These human and leadership factors provide a receptive cul- tural foundation that is essential for the successful adoption of any new methodological framework. From an institutional and academic perspective, the Di- vision beneﬁts from established collaborative ties with the University of Sancti Spíritus, particularly through previous projects focused on competency training, which facilitate technical support and knowledge transfer. Furthermore, the current regulatory framework provides solid backing for the implementation of competency management systems, a su- pport that is reinforced by the accumulated experience and guidelines derived from the Draft of the new Labor Code, which explicitly underscores the centrality of “demonstrated ability” as a core principle for professional evaluation and development. Together, these elements create a favorable en- vironment that can eﬀectively drive the transition toward a competency-oriented management model. The proposed procedure rests on four essential pillars: theoretical-methodological, normative, contextual, and strategic. From a theoretical-methodological standpoint, it adopts the functional approach to labor competencies developed by the ILO/Cinterfor (Mertens, 1999), which is grounded in key principles such as the identiﬁcation of competencies derived directly from workplace functions, a strong orientation toward tangible results, a normative cha- racter that guides performance expectations, and the active involvement of subject-matter experts throughout the pro- cess. This methodological framework is complemented by a robust normative foundation, which includes the Cuban stan- dard NC 3001:2007, the provisions set out in Decree-Law No. 13/2020 (Consejo de Estado de la República de Cuba, 2020), and the guidelines outlined in the Draft of the new

J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 34 stages. Table 2. General and speciﬁc research objectives for the development of competency-based proﬁles using the functional analysis approach Objective type Objective formulation General Design competency-based proﬁles for the key positions of the Radiocuba Sancti Spíritus Division through the functional approach to labor competency analysis, providing a foundation for integrating human talent management processes and contributing to the improvement of organizational performance. Speciﬁc Identify, based on objective criteria, the key positions to be prioritized in the design of competency- based proﬁles. Apply the functional analysis methodology to break down the critical functions of each key position. Determine the required competencies and their corresponding performance criteria. Develop competency-based proﬁles following the structure of the functional approach. Validate the designed proﬁles through expert judgment and pilot application. Establish guidelines for implementing the proﬁles in selection, training, and performance evaluation processes. next stage, these functions are grouped into coherent compe- tency units, for which speciﬁc, observable, measurable, and realistic performance criteria are deﬁned, alongside the iden- tiﬁcation of relevant performance, knowledge, and product evidence. Finally, this phase culminates with the drafting of the functional proﬁle, following a predetermined structure to ensure comprehensiveness and consistency. The fourth and ﬁnal phase is dedicated to the validation, approval, and implementation of guidelines for the functio- nal proﬁles. It begins with a technical validation involving the selection of 7 to 10 experts, to whom a simpliﬁed Delphi method is applied. This is followed by participatory valida- tion through workshops with managers and jobholders to discuss and reﬁne the proﬁles based on their feedback. The concluding stage encompasses formal approval: the proﬁles are presented to the directorate, an oﬃcial resolution is is- sued, and a practical guide for their application is elaborated. The process ﬁnalizes with the communication of the new proﬁles across the entire organization and the establishment of periodic review mechanisms to ensure the proﬁles remain dynamic and up-to-date. The next example demonstrates the concrete application of the proposed procedure by linking the key functions of the position, the expected outcomes, and the established perfor- mance criteria. In this case, the procedure allows the general responsibilities of Electrical, Electromechanical, and Tele- communications Equipment Operator A to be transformed into veriﬁable and measurable actions (Table 3). The initial stage focuses on sensitizing and securing ma- nagement commitment, involving the formal presentation of the procedure to the division’s leadership, the issuance of an internal resolution to institutionalize the commitment, and the formation of a Technical Committee for Functional Analysis. Subsequently, the second stage entails the specia- lized training of this committee, which includes a 20-hour workshop on functional analysis methodology and the de- velopment of a detailed work plan complete with a schedule and assigned responsibilities. The second phase aims to identify and prioritize key posi- tions according to their strategic relevance. It begins with the deﬁnition of explicit prioritization criteria, weighting centra- lity to the mission at 35%, functional complexity at 25%, technical singularity at 20%, and responsibility for results at 20%. These criteria are applied to select the top 20% of po- sitions, a choice that is subsequently validated by senior ma- nagement. Following this selection, the stage concludes with the collection of baseline functional information, achieved through a thorough review of branch qualiﬁcation standards and normative documents, as well as exploratory interviews with area supervisors. The third phase constitutes the core application of the functional analysis methodology for each selected position. Its ﬁrst stage involves constructing a functional map by ﬁrst deﬁning the primary purpose of the role and then disaggre- gating it across four distinct levels: the main purpose, key functions, constituent functions, and speciﬁc, observable realizations, all of which are validated by area experts. In the

J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 35 Figure 1. Structure of the Procedure for functional analysis and development of competency-based job proﬁles. Note: Graphic design created using OpenAI ChatGPT (GPT-5.5-mini) based on information provided by the authors. The use of artiﬁcial intelligence was limited to the visual representation and aesthetic optimization of the ﬁgure; the scientiﬁc content, analysis, and interpretation are the sole responsibility of the authors.

J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 36 Table 3. Speciﬁc example of procedure implementation: key functions, activities, and performance criteria for the electrical, electromechanical, and telecommunications equipment operator Key function Activity / Performance Performance criteria / Veriﬁcation procedure 1. Monitor technical parameters of equipment Output power maintained within speciﬁed parameters. Veriﬁcation at least every 30 min; comparison with established ranges; recording of deviations >5%; reporting of persistent deviations. Modulation indices adjusted according to standards. Veriﬁcation at transmission start-up and every hour; maintenance within the 85–95% range; adjustments according to established procedures. 2. Perform adjustment and calibration operations Parameters adjusted according to technical speciﬁcations. Veriﬁcation of compliance with established technical speciﬁcations. Measuring instruments calibrated according to procedures. Veriﬁcation of calibration in accordance with established procedures. 3. Respond to technical alarms and contingencies Accurate diagnosis of the reported situation. Identiﬁcation and assessment of the cause of the alarm or contingency. Response actions executed according to protocol. Implementation of the response actions established in the corresponding protocol. 4. Record operational incidents and developments Complete and accurate reports prepared at the end of each shift. Veriﬁcation of the completeness, accuracy, and timeliness of the recorded information. Incident log updated with detailed information. Chronological and detailed recording of incidents and actions taken. sal systems and competency management frameworks on employee performance in the telecommunications sector identiﬁed the competency management framework as one of the most eﬃcient employee-related management practices, recognized as a strong motivator for employees (Sahay & Kaur, 2021). This review also established that performan- ce appraisal systems have a signiﬁcant impact on employee performance, recommending that management be objective during evaluation exercises, provide regular feedback, and oﬀer professional development. The functional analysis methodology proposed in this research is consistent with the approach widely used in the United Kingdom and around the world (Harrison et al., 2006). This outcome-based competency approach focuses on describing job performance outcomes and does not deal with job titles, allowing qualiﬁcations to be awarded independent- ly of any particular learning process. The diagnosis of training needs and competency gaps is a key element that connects with the research ﬁndings. Stu- dies in Nigeria revealed that organizational training needs can only be identiﬁed from the results of performance eva- luation, and that the inability to provide timely feedback is a challenge for performance appraisal systems. This reinforces the importance of the procedure proposed in this research, which establishes clear feedback mechanisms and links competency proﬁles with training planning. Periodic monitoring of output power and modulation indi- ces incorporates objective criteria for frequency, acceptable ranges, and deviation recording, facilitating the systematic control of technical parameters. Additionally, adjustment and calibration activities establish mechanisms to maintain equipment and instruments according to their technical spe- ciﬁcations, while alarm and contingency response links diag- nosis with pre-established protocols. Finally, the recording of incidents through shift reports and an incident log ensures the traceability of operations and actions taken. Overall, this example demonstrates that the proposed procedure is not li- mited to describing job functions, but rather establishes an operational relationship between what must be done, how it must be done, and by what criteria compliance can be veri- ﬁed, thus promoting an objective and reproducible perfor- mance evaluation. The results of this research are situated within a growing body of literature that demonstrates the eﬀectiveness of competency management in the telecommunications sector. Studies on Algeria Telecom have shown a signiﬁcant impact of competency management on improving institutional per- formance, concluding that it is necessary to resort to compe- tency maps to reduce the competency gap and align emplo- yees’ competencies with job requirements (Jaber & Rahalia, 2021). These ﬁndings coincide with the diagnosis carried out at Radiocuba, where signiﬁcant gaps between current and required competencies were identiﬁed. A systematic review of the impact of performance apprai-

J. Adv. Educ. Sci. Humanit. (July - December 2026) 4(2): 30-38 37 Conclusions Competency management stands as an essential strategic approach for the telecommunications sector, given its en- vironment of accelerated technological changes and uncer- tainty, and its dynamic, process-based deﬁnition makes it possible to reconcile long-term development planning with the necessary operational ﬂexibility; this approach is fully valid within the current Cuban regulatory framework. Howe- ver, the diagnosis carried out at Radiocuba Sancti Spíritus revealed a critical lack of competency-structured job proﬁ- les, as the branch classiﬁers used are limited to generic and decontextualized tasks and functions, without deﬁning com- petencies or outlining progressive professional development pathways. To address this problem, a speciﬁc methodologi- cal procedure was designed, organized into four phases, nine stages, and twenty-three steps, which, under the functional approach, guides the identiﬁcation of competencies by disa- ggregating functions until reaching veriﬁable achievements and observable performance criteria. The implementation of this procedure will allow the Sancti Spíritus Division to overcome the traditional task-based model and adopt com- petency-oriented management, thus optimizing the proces- ses of selection, training, and performance evaluation, and achieving an eﬀective alignment of human capital with the organizational strategy. References Alles, M. (2005). Dirección estratégica de recursos huma- nos: Gestión por competencias. Ediciones Granica. https://comunicacionrrhh.wordpress.com/wp-content/ uploads/2018/04/alles-direccion-estrategica-de-recur- sos-humanos.pdf Boyatzis, R. E. (1982). The competent manager: A model for eﬀecve performance. 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Testing for competence rather than for “intelligence.” American Psychologist, 28(1), 1–14. https://doi.org/10.1037/h0034092 Mertens, L. (1999). Labour competence: Emergence, analytical frameworks and institutional models. Cinter- for/ILO. https://www.oitcinterfor.org/sites/default/ﬁles/ ﬁle_publicacion/mertens_eng.pdf NC 3001. (2007). Sistema de gestión integrada de capital humano. Requisitos. Oﬁcina Nacional de Normaliza- ción, Cuba. Sahay, U., & Kaur, G. (2021). A systematic review of the impact of performance appraisal systems and compe- tency management framework on the performance of employees in the telecom sector. Psychology and Edu- cation, 58(1), 2515–2531. https://doi.org/10.17762/pae. v58i1.1127 Conﬂicts of interest The author declare that she has no conﬂict of interest. Author contributions Conceptualization: Yaumel G. Baguet, María O. Álvarez. Formal analysis: Yaumel G. Baguet, María O. Álvarez. Re- search: Yaumel G. Baguet, María O. Álvarez. Methodolo- gy: Yaumel G. Baguet, María O. Álvarez. Writing the ori- ginal draft: Yaumel G. Baguet, María O. Álvarez. Writing, review and editing: Yaumel G. Baguet, María O. Álvarez. Data availability statement The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request.

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