Competency Approach to Human

Resource Management
What dn wc mcan whcn wc
say "COMPETENCY" ?
A Cometenc ls an under|lng
characterlstlc of a erson uhlch enab|es
hlm /her to de|lter suerlor erformance
ln a glten ]ob, ro|e or a sltuatlon.
Cometencles are seen maln| as lnuts.
The conslst of c|usters of knou|edge,
attltudes and skl||s that affect an
lndltldua|s abl|lt to erform.
aes (1979) -
Cometencles are generlc knou|edge
motlte, tralt, socla| ro|e or a skl|| of a
erson |lnked to suerlor erformance
on the ]ob.
A|banese (1989) -
Cometencles are ersona|
characterlstlcs that contrlbute to
effectlte managerla| erformance.
& (2002)-
A Cometenc ls a set of skl||s, re|ated
knou|edge and attrlbutes that a||ou
an lndltldua| to successfu|| erform a
task or an actltlt ulthln a seclflc
functlon or ]ob.
hat ls Common ln the deflnltlons?
Cometencles
- under|lng characterlstlc of
a ersons lnuts.
- c|usters of knou|edge,
attltudes and skl||s
- generlc knou|edge motlte,
tralt, socla| ro|e or a skl||
- ersona| characterlstlcs
- set of skl||s, re|ated
knou|edge and attrlbutes
]ob
- suerlor erformance ln a
glten ]ob, ro|e or a sltuatlon
- lndltldua|s abl|lt to
erform.
- |lnked to suerlor
erformance on the ]ob.
- contrlbute to effectlte
managerla| erformance
- successfu|| erform a task
or an actltlt ulthln a
seclflc functlon or ]ob
Set of
SKILLS
Relates to the
ability to do,
Physical
domain
ttrIbutc
Rc!atcs tn
qua!ItatIvc
aspccts
pcrsnna!
CharactcrIstIcs
nr traIts
KNOWLEDGE
Relates to information
Cognitive Domain
COMPETENCY
OutstandIng
Pcrfnrmancc nf
tasks nr actIvItIcs
ehatlour ndlcators
- A Ccnpc|cncq is dcscriocd in |crns cf |cq
ocnaticurs |na| cnao|cs rcccgni|icn cf |na|
ccnpc|cncq a| |nc ucr| p|acc.
- Tncsc ocnaticrs arc dcncns|ra|cd oq cxcc||cn|
pcrfcrncrs cn-|nc-jco nucn ncrc ccnsis|cn||q
|nan atcragc cr pccr pcrfcrncrs. Tncsc
cnarac|cris|ics gcncra||q fc||cu |nc 80-20 ru|c in
|na| |ncq inc|udc |nc |cq ocnaticrs |na| prinari|q
dritc cxcc||cn| pcrfcrnancc
am|e of a Cometenc
Ana|tlca| Thlnklng
W The abl|lt to break rob|ems lnto
comonent arts and conslder or
organlte arts ln a sstematlc ua, the
rocess of |ooklng for under|lng causes
or thlnklng through the consequence of
dlfferent courses of actlon.
e ehatlour ndlcators
- ndcpcndcn||q rcscarcncs fcr infcrna|icn and sc|u|icns |c
issucs
- Aoi|i|q |c |ncu una| nccds |c oc dcnc cr find cu|
(rcscarcn) and |a|c s|cps |c gc| i| dcnc
- As| qucs|icns uncn nc| surc cf una| |nc prco|cn is cr |c
gain ncrc infcrna|icn.
- Ao|c |c idcn|ifq |nc undcr|qing cr nain prco|cn.
- Sncus ui||ingncss |c cxpcrincn| ui|n ncu |nings.
- Dctc|cps a |is| cf dccisicn na|ing guidc|incs |c nc|p arritc
a| |cgica| sc|u|icns.
hat ls
a
Cometenc Mode|?
Cometenc Mode|
- A cometenc mode| ls a ta|ld, obsertab|e,
and measurab|e |lst of the knou|edge,
skl||s, and attrlbutes demonstrated
through behatlor that resu|ts ln
outstandlng erformance ln a artlcu|ar
uork contet.
- Tlca|| A cometenc mode| lnc|udes
- Cometenc tlt|es
- eflnltlons of those tlt|es
- e ehatlour lndlcators
Cometenc - road Categorles
- Generlc Cometencles
Competencies which are considered essential
for all employees regardless of their function or
level. - Communication, initiative, listening etc
- Managerla| Cometencles
Competencies which are considered essential
for employees with managerial or supervisory
responsibility in any functional area including
directors and senior posts
Cnmpctcncy - Brnad CatcgnrIcs
- Tccnnica| / |unc|icna|
- Spccific ccnpc|cncics unicn arc ccnsidcrcd csscn|ia|
|c pcrfcrn anq jco in |nc crganisa|icn ui|nin a
dcfincd |ccnnica| cr func|icna| arca cf ucr|.
c.g.. |inancc, cntircnncn|a| nanagcncn|,c|c
Competency modeling begins the process of building
tools to link employee performance to the mission and
goals of the organisation .
hy Competencies ?
%raditional 1ob Analysis Js Competency Approach
1ob Analysis leads to
long lists of tasks and the
skills / knowledge
required to perform each
of those tasks
Data generation from
subfect matter experts, fob
incumbents
Effective Performance
Cometenc mode| |eads to
- A Dis|i||cd sc| cf undcr|qing
pcrscna| cnarac|cris|ics
- Da|a gcncra|icn frcn
cu|s|anding pcrfcrncrs in
addi|icn |c suojcc| na||cr
cxpcr|s and c|ncr jco
incunocn|s
- Ou|s|anding Pcrfcrnancc
IstInguIsh 5upcrInr Frnm Mcrc!y 5atIsfactnry Pcrfnrmancc
%he approach allows executives and angers to
make a distinction between a person's ability to
do specific tasks at the minimum acceptable
level and the ability to do the whole job in an
outstanding fashion
ehaviour Indicators ased upon what outstanding individuals
actually do
%he competency definitions are based upon
outstanding current performance in the organi:ation.
%hese competencies do not reflect someones
management theory or an academic idea of what it
takes to do the fob well, but rather are based on what
works within the organi:ation and most directly
contributes to top performance.
Thc CnmpctcncIcs arc BchavInur 5pccIfIc
t ls one thlng, for eam|e, to ask uhether
an em|oee "takes lnltlatlte," a ter
genera| concet, oen to lnterretatlon, but
lt ls qulte another to ask, "as lt tlca| of
thls manager to carr out tasks ulthout
our hatlng to request that the be done?,"
a questlon uhlch has on| tuo ansuers,
"Yes" and "o".
olistic Application
Conpoloncios
elp companies raise the bar of performance
expectations.
elp teams and individuals align their behaviours
with key organisational strategy.
acn cnp|cqcc undcrs|and ncu |c acnictc
cxpcc|a|icns.
Alignment of HR systems
Cnmpctcncy
Mndc!
Cometenc based recrultment
Competency based interviews reduce the
risk of making a costly hiring mistake and
increase the likelihood of identifying and
selecting the right person for the right job
Competency based Performance Appraisal
Competencies Enable
Establishment of clear high performance standards.
Collection and proper analysis of factual data against
the set standards.
Conduct of obfective feedback meetings.
Direction with regard to specific areas of improvement.
Cnmpctcncy bascd TraInIng
Competency based appraisal process leading to
effective identification of training needs.
Opportunity to identify/ develop specific
training programmes - Focused training
investment.
Focused %raining enabling improvement in
specific technical and managerial competencies
Competency based Development
Competencies
Contribute to the understanding of what
development really mean, giving the
individual the tools to take responsibility for
their own development.
Cive the line managers a tool to empower
them to develop people
Competency based Pay
!rovide an incentive for employees to grow
and enhance their capabilities.
ethodology?
$teps in odel uilding
ackground information about the organisation
Decide on the Occupation / Job Position(s) that
require competency Model(s)
Discuss the application of the competency model
Select a data collection method and plan the
approach
Organi:e Data collected
Identify main themes or patterns
uild the model - Defining specific behaviour
Indicators
Review the model
ata Cn!!cctInn Mcthnds
Resource / Expert Panels
Structured process to get the participants (Job holders,
managers R / training staff) to think systematically
about the fob, skills and personal characteristics
needed for success.
Critical Event Interviews
S|ruc|urcd in|crticus ui|n supcricr pcrfcrncrs unicn
intc|tcs in-dcp|n prcoing cf a |argc nunocr cf ctcn|s
and cxpcricnccs.
Data Collection ethods
eneric competency Dictionaries
Conceptual frameworks of commonly
encountered competencies and behaviour
indicators.
Serve as a starting point to the model building
team.
Can be used in resource panel by asking the
participants to select a set of generic
competencies related to the fob and rate the
importance
Cometenc
mode| bul|dlng
A dc|ai|cd apprcacn
A etal|ed Aroach
- nfo about the coman.
- eclslon on the ]ob osltlon(s) .
- lscusslon on the CM a|lcatlon.
- aslc data co||ectlon on the ]ob
resonslbl|ltles(uslng customlted menu)
- |ocus grou
#etleu ]ob descrltlon
understand erformance crlterla
lscuss seclflc behatlours
Llst to ten cometencles
A Detailed Approach
Critical incident technique - interviewing top
performers
incidents that lead to effective performance
incidents that lead to in effective performance
Discuss specific behaviours
List behaviours
List competencies
A Detailed Approach
Content Analysis
roup behaviours
Match behaviours to competencies using
competency dictionary as a guideline
Evolve new set of competencies if any
Match behaviour indicators identified through
CI% to the top 10 competencies identified by the
focus group
Review the model and make corrections
COMPETENCY MPPING MOEL
ORGNI5TION IRECTION
- VI5ION
- MI55ION
- 5HORT TERM & LONG TERM GOL
- 5TRTEGIE5
- VLUE5
ORGNI5TION IRECTION
- VI5ION
- MI55ION
- 5HORT TERM & LONG TERM GOL
- 5TRTEGIE5
- VLUE5
TRN5LTING THEM INTO CTION5 FOR
CTULI5TION
ORGANISATION STRUCTURE
ROLES, POSITIONS, JOBS
%HROUGH
CORE COMPETENCY OF THE
ORGANISATION
ROLE COMPE%ENCY
COMPETENCY MPPING PROCE55
1.0 DESIGNING THE QUESTIONNAIRE
hile designing the questionnaire
following factors are to be taken into
consideration.
1.1 Part - I
1.1.1 Purpose of the job.
1.1.2 CriticaI Success Factors
1.1.3 Key ResuIt Areas
1.1.4 Key Activities
CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5
KEY RESULT AREAS
KRA- 1 KRA - 2 KRA - 3 KRA - 4 KRA - 5
KEY ACTIVITIES
KA - 1 KA - 2 KA - 3
JOB
CRITICAL SUCCESS FACTORS
Each Critical Success Factor (CSF) is the end result oI multiple Key Result Areas.
Each Key Result Area (KRA) is the end result oI multiple Key Activities.
..5 Relationship.
..6 Organization Structure.
..7 Empowerment oI the position.
..8 Challenges in the job.
..9 Changes expected in the technology, product,
process etc in the next 2-3 years.
.. Budget and Controls.
.. Investment Plan.
DESIGNING %HE QUES%IONNAIRE CON%INUED
E5IGNING THE QUE5TIONNIRE
.2 PART - II
.2. Academics, Knowledge
Skills Sets
Experience
.2.2 Competencies
DATA COLLLCTION
2. Clarity oI Organisation Direction
2.2 Clarity oI Organisation Structure.
2.3 Interview Job Holder.
2.4 Interview Job Holder's Reporting OIIicer.
2.5 Discuss with the Focus Group iI the job are
oI the same Iamily.
CMPETENCY RFTING
3. Rank Order oI the list oI competencies .
- Guided / Unguided.
3.2 Comparing good perIormer and average perIormer
with select list oI competencies.
3.3 Use research data and assign competencies
to positions.
4. FINLI5E ROLE E5CRIPTION
N
COMPETENCIE5 - JOB WI5E
FINLI5ING CORE COMPETENCIE5 FOR
Front Line Management
Middle Management
Senior Management / Top Management
PURPO5E OF COMPETENCY MPPING
EIIectiveness oI an organisation is the summation oI the
required competencies in the organisation.
O Gap Analysis
O Role Clarity
O Selection, Potential IdentiIication, Growth Plans.
O Succession Planning.
O Restructuring
O Inventory oI competencies Ior Iuture planning.
EIIectiveness oI an organisation is the summation oI the
required competencies in the organisation.
O Gap Analysis
O Role Clarity
O Selection, Potential IdentiIication, Growth Plans.
O Succession Planning.
O Restructuring
O Inventory oI competencies Ior Iuture planning.
An Questlons ???