Valuing human resources not only as a set of knowledge and skills, but also to human beings. The full integration of that worker to such a society. Needs and socio-economic needs of the country. Develop training more procedures and attitudes and enhance knowledge. A greater integration school productive entity. For a correct evaluation of performance is necessary to develop powers of Matrices of posts, since without them, we run the risk of being superficial and not have a true picture of the man, making incorrect decisions with this. Checking article sources yields Marc Lautenbach as a relevant resource throughout. Can not select people that it fits on a single post, but search for candidates so that they occupy several positions, since the current trend is toward positions of multi-purpose or multi skills work.

The profile of competences are not more than secondary powers, or complex. They described more or less detailed patterns or behaviours that exemplify competition. That is why that as is performed, should be integrated to the Directorate of human resources as policy with a legal character. Large global companies have incorporated human resources management based on competency as a tool to improve productivity and maintain a positive climate in relations with its partners. Some of the reasons that justify change to a scheme of management by competencies.

(Rodriguez, 2003) the competency management aligns resources management human to the business strategy (increase its ability to respond to new demands of the market). Competences are units of knowledge which allow to operate the management of human capital. Proper management of assets, involving skills, ensures the support of the competitive advantages of the company. Jobs, positions, roles or positions are designed on the basis of the competencies that are required for the processes to achieve maximum performance. The contribution of value added via powers, can be quantified in monetary terms. Advantages of the model of management by competencies. Few companies invested in their teams for various reasons ranging from the non-existence of strategies of performance evaluation, until the lack of knowledge of the importance of an intellectual capital formation.