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Competency Approach to Human
Resource Management
What do we mean when
we say
“COMPETENCY” ?
A Competency is an
underlying characteristic of a
person which enables him /her to
deliver superior performance
in a given job, role or a
situation.
Competencies are seen mainly as
inputs.
They consist of clusters of
knowledge, attitudes and skills
that affect an individual’s ability
to perform.
Hayes (1979) –
Competencies are generic
knowledge motive, trait, social
role or a skill of a person linked
to superior performance on
the job.
Albanese (1989) –
Competencies are personal
characteristics that
contribute to effective
managerial performance.
UNIDO (2002)-
A Competency is a set of skills, related knowledge
and attributes that allow an individual to
successfully perform a task or an activity within
a specific function or job.
What is Common in the definitions?
Competencies Job
• underlying characteristic • superior performance
of a person’s inputs. in a given job, role or
• clusters of knowledge, a situation
attitudes and skills • individual’s ability to
• generic knowledge motive, perform.
trait, social role or a skill
• linked to superior
• personal characteristics
performance on the
• set of skills, related
job.
knowledge and attributes
• contribute to effective
managerial
performance
• successfully perform a
task or an activity
within a specific
KNOWLEDGE
Relates to information
Cognitive Domain
Set of Attribute
SKILLS Relates to
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristi
domain COMPETENCY cs or traits
Outstanding
Performance of
tasks or
activities
Behaviour Indicators
• A Competency is described in terms of key
behaviours that enables recognition of that
competency at the work place.
• These behaviors are demonstrated by
excellent performers on-the-job much more
consistently than average or poor
performers. These characteristics generally
follow the 80-20 rule in that they include
the key behaviors that primarily drive
excellent performance.
Example of a
Competency
Analytical
Thinking
• The ability to break problems into
component parts and consider or
organize parts in a systematic way;
the process of looking for underlying
causes or thinking through the
consequence of different courses of
action.
Key Behaviour
•
Indicators
Independently researches for information and
solutions to issues
• Ability to know what needs to be done or find out
(research) and take steps to get it done
• Ask questions when not sure of what the problem is
or to gain more information.
• Able to identify the underlying or main problem.
• Shows willingness to experiment with new things.
• Develops a list of decision making guidelines to
help arrive at logical solutions.
What is
a
Competency
Model?
Competency
Model
• A competency model is a valid,
observable, and measurable list of the
knowledge, skills, and attributes
demonstrated through behavior that
results in outstanding performance in a
particular work context.
• Typically A competency model includes
• Competency titles
• Definitions of those titles
• Key Behaviour indicators
Competency - Broad
Categories
• Generic Competencies
• Competencies which are considered essential for all
employees regardless of their function or level. -
Communication, initiative, listening etc.
• Managerial Competencies
• Competencies which are considered essential for
employees with managerial or supervisory responsibility
in any functional area including directors and senior
posts.
Competency - Broad
Categories
• Technical / Functional
• Specific competencies which are considered
essential to perform any job in the organisation
within a defined technical or functional area of work.
e.g.: Finance, environmental management,etc
Competency modeling begins the process of building
tools to link employee performance to the mission and
goals of the organisation .
Why Competencies ?
Traditional Job Analysis Vs Competency Approach
Job Analysis leads to Competency model leads
to
• long lists of tasks and the
• A Distilled set of underlying
skills / knowledge
personal characteristics
required to perform each
• Data generation from
of those tasks outstanding performers in
• Data generation from addition to subject matter
subject matter experts; job experts and other job
incumbents incumbents
• Effective Performance • Outstanding Performance
Distinguish Superior From Merely Satisfactory
Performance
The 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
Behaviour Indicators Based upon what outstanding individuals
actually do
• The competency definitions are based upon
outstanding current performance in the organization.
• These competencies do not reflect someone's
management theory or an academic idea of what it
takes to do the job well, but rather are based on what
works within the organization and most directly
contributes to top performance.
The Competencies are Behaviour
Specific
It is one thing, for example, to ask
whether an employee "takes
initiative," a very general concept,
open to interpretation, but it is quite
another to ask, "Was it typical of this
manager to carry out tasks without
your having to request that they be
done?," a question which has only two
answers, "Yes" and "No".
Holistic Application
Competencies
Help companies ‘raise the bar’ of performance
expectations.
Help teams and individuals align their behaviours
with key organisational strategy.
Each employee understand how to
achieve expectations.
Alignment of HR systems
nd
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Competen
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Competency based
recruitment
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 objective feedback meetings.
Direction with regard to specific areas of improvement.
Competency based Training
• Competency based appraisal process leading to
effective identification of training needs.
• Opportunity to identify/ develop specific
training programmes - Focused training
investment.
• Focused Training 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.
• Give the line managers a tool to empower
them to develop people
Competency based
Pay
Provide an incentive for employees to grow
and enhance their capabilities.
Methodology?
Steps in Model Building
• Background 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
• Organize Data collected
• Identify main themes or patterns
• Build the model - Defining specific behaviour
Indicators
• Review the model
Data Collection Methods
• Resource / Expert Panels
Structured process to get the participants (Job holders,
managers HR / training staff) to think systematically about
the job, skills and personal characteristics needed for
success.
• Critical Event Interviews
Structured interviews with superior performers
which involves in-depth probing of a large
number of events and experiences.
Data Collection Methods
• Generic 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 job and rate the
importance
Competency
model
building
A detailed
approach
A Detailed
Approach
• Info about the company.
• Decision on the job position(s) .
• Discussion on the CM application.
• Basic data collection on the job
responsibilities(using customized
menu)
• Focus group
Review job description
understand performance criteria
Discuss specific behaviours
List top ten competencies
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
• Group behaviours
• Match behaviours to competencies using competency
dictionary as a guideline
• Evolve new set of competencies if any
• Match behaviour indicators identified through CIT to
the top 10 competencies identified by the focus group
• Review the model and make corrections
COMPETENCY MAPPING MODEL
ORGANISATION DIRECTION
• VISION
• MISSION
• SHORT TERM & LONG TERM GOAL
• STRATEGIES
• VALUES
TRANSLATING THEM INTO ACTIONS FOR
ACTUALISATION
THROUGH
ORGANISATION STRUCTURE
ROLES, POSITIONS, JOBS
CORE COMPETENCY OF THE ROLE COMPETENCY
ORGANISATION
COMPETENCY MAPPING PROCESS
1.0 DESIGNING THE QUESTIONNAIRE
While 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 Critical Success Factors
1.1.3 Key Result Areas
1.1.4 Key Activities
JOB
CRITICAL SUCCESS FACTORS
CSF - 1 CSF - 2 CSF - 3 CSF - 4 CSF - 5
KEY RESULT AREAS
KRA- 1 KRA - 2 KRA - KRA - 4 KRA -
3 5
KEY ACTIVITIES
KA - 1 KA - 2 KA - 3
Each Critical Success Factor (CSF) is the end result of multiple Key Result Areas.
Each Key Result Area (KRA) is the end result of multiple Key Activities.
DESIGNING THE QUESTIONNAIRE CONTINUED
1.1.5 Relationship.
1.1.6 Organization Structure.
1.1.7 Empowerment of the position.
1.1.8 Challenges in the job.
1.1.9 Changes expected in the technology, product,
process etc in the next 2-3 years.
1.1.10 Budget and Controls.
1.1.11 Investment Plan.
DESIGNING THE QUESTIONNAIRE
1.2 PART - II
1.2.1 Academics, Knowledge
Skills Sets
Experience
1.2.2 Competencies
2.0 DATA COLLECTION
2.1 Clarity of Organisation Direction
2.2 Clarity of Organisation Structure.
2.3 Interview Job Holder.
2.4 Interview Job Holder's Reporting Officer.
2.5 Discuss with the Focus Group if the job are
of the same family.
3.0 C0MPETENCY DRAFTING
3.1 Rank Order of the list of competencies .
- Guided / Unguided.
3.2 Comparing good performer and average performer
with select list of competencies.
3.3 Use research data and assign competencies
to positions.
4.0 FINALISE ROLE DESCRIPTION
AND
COMPETENCIES - JOB WISE
5.0 FINALISING CORE COMPETENCIES
FOR
• Front Line Management
• Middle Management
• Senior Management / Top Management
6.0 PURPOSE OF COMPETENCY MAPPING
"Effectiveness of an organisation is the summation of the
required competencies in the organisation".
• Gap Analysis
• Role Clarity
• Selection, Potential Identification, Growth Plans.
• Succession Planning.
• Restructuring
• Inventory of competencies for future planning.
Any
Questions ???
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hrmba.blogspot.co
m
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presentations,
project reports etc.
