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What is Competency?
Competency is an underlying skill, personal characteristics, or motive demonstrated by various observable
behaviours that contribute to outstanding performance in a job. Competencies exist at different levels of
personality. The various levels are:
Knowledge
Skills
Behaviour
Personal Characteristics
o Traits
o Motive
Competency includes observable behaviour as well as aptitudes, skill and knowledge. It can be
compared with an iceberg. A Competency is described in terms of key behaviours that enable recognition
of that competency at the work place. These behaviours 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 behaviours that primarily drive excellent
performance.
Area of Implementation for Competency Mapping


Talent
Acquisition
Talent
Management
Career
Planning
Succession
Planning
Rewards &
Recoginition
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Competency Broad Categories:
Generic Competencies: Competencies which are considered essential for all employees regardless of
their function or level. - Communication, initiative, listening etc. These are basic competencies required
to do the job, which do not differentiate between high and low performers.
Managerial Competencies: Competencies which are considered essential for employees with
managerial or supervisory responsibility in any functional area including directors and senior posts.
Threshold or Performance: Performance competencies are those that differentiate between high and
low performers.

Competency dictionaries include all or most of the general competencies needed to cover all job
families and competencies that are core or common to all jobs within an organization (e.g., teamwork;
adaptability; communication). They may also include competencies that are more closely related to the
knowledge and skills needed for specific jobs or functions (e.g., IT skills, financial administration skills).
Comprehensive competency dictionary
A typical comprehensive competency dictionary should include a broad range of competencies
developed through extensive literature search, review of best practices as well as ongoing refinement based on
field research with various client groups. The competencies in the dictionary are required by a broad range of
employees functioning within a wide variety of private and public sector organizations. The demonstration of
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these competencies by employees and managers is related to increased performance at the individual, team, and
organizational levels.
Each competency has a general definition, which provides the user with a general understanding of the
type of behaviour addressed by a particular competency. Each competency includes up to five proficiency levels
and each level has an associated brief statement describing how that particular level is distinct from the other
levels within that competency. The behavioural indicators at each proficiency level are illustrative of the
proficiency level as opposed to representing a definitive list of all possible behaviours at each level.
Finally, the defined levels of proficiency for each competency are incremental and additive so that
employees demonstrating proficiency at a particular level can be assumed to perform effectively at all
competency levels below (see example on previous page). HRSG's Comprehensive Competency Dictionary is
divided into two sets of competencies:
General J ob Competencies common across many jobs and demonstrate the key behaviours required for
success regardless of position.
J ob-Specific Competencies these are required for success in particular functions or jobs.
Proficiency Levels
Organizations typically include incremental competency proficiency scales as part of the overall
competency structure. These scales reflect the amount of proficiency typically required by the organization
within a competency area. For example, communication skills may be a requirement for most entry-level jobs
as well as at the Executive levels; however, the amount of communication proficiency needed at these two levels
may be quite different.
The proficiency scales serve two purposes:
They facilitate planning and development for improvement within current roles or jobs; and
They allow for comparisons to occur across jobs, roles and levels, not only in terms of the competencies
required, but also the proficiency levels needed using a common incremental scale for defining the
competencies.
Thus, having competency proficiency scales supports career development, succession management and human
resource planning activities within the organization.
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General Work competencies are most often expressed as incremental competency proficiency scales
in other words, proficiency at one level assumes proficiency at all levels below that level on the scale. Work
Specific competencies, on the other hand, may be expressed as common group requirements and, where
required, differences in proficiency requirements (by level of responsibility in a specified field of work) may be
noted.
Target Proficiency Levels
Organizations typically define in their competency profiles the levels of performance (proficiency) to
be attained for each competency. These are often driven by the use to be made of the competency profiles. For
example:
Entry is the standard expected of employees on entry into a role. This is often used when the new entrant must
learn or be trained to be able to perform to the standards required within the role.
Fully Effective is level required of employees who are performing at the standard expected for their role?
Stretch / Mastery is typically displayed by employees who have mastered their role. These employees are
often sought out by other employees and supervisors to provide advice or assistance.
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It is important to define what standard (or standards) of performance will be modelled in the competency profiles
as a component of the competency architecture. An example of how these standards for employee performance
relate to competency proficiency is shown below.
Dictionary Options
Building your own versus purchasing a dictionary
Organizations may choose to create their own competency dictionaries, or purchase one that has been developed
by experts in competency profiling and competency-based management. The advantage of developing your own
competency dictionary is that it will reflect which competencies are required for success in the organization and
it will expressed in a way that reflects the values, vision and way of communicating within the organization. On
the other hand, this option is very costly and time-consuming, and most do not have the internal expertise to
complete this task.
Purchasing a competency dictionary
Purchasing a Competency Dictionary from a reputable company has the advantage of providing the organization
with a well-developed and researched Dictionary that can be used in a timely manner to support profile
development and implementation. The disadvantage is that the Dictionary may not reflect the full range of
competencies needed, nor reflect them in a language that is suitable for the organization.
Hybrid option
Organizations often achieve a compromise by customizing a purchased Competency Dictionary (e.g., adding
competencies, modifying the language slightly to reflect the organizations style of communicating and
including additional behavioural indicators to reflect performance expectations of the organization). This
provides a quick and cost-effective solution, and results in a Competency Dictionary that is targeted to the
organizations specific needs.







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COMPETENCE DICTIONARY
A
Accountability
Action and result
orientation
Adaptability
Aligning performance
for success
Analytic Thinking Applied learning
B
Building a successful team
Building customer
loyalty
Building partnerships
Business performance
measurement
Building positive working
relationships
Building trust Building best people Business knowledge
C
Change management Coaching Communication Communicating orally
Communication in writing Continuous learning Contribution to team success Conflict management
Continual improvement
Cost and profitability
orientation
Customer focus Customer orientation
D
Data gathering and
analysis
Delegation Decision Making Developing others
E
Emotional intelligence Empowering others Energy Entrepreneurship
Establishing focus/Setting
direction
Exercising self-control
and being resilient

F
Facilitation Facilitating change Fiscal management Flexibility
Follow up Formal presentation
G
Gaining commitment Getting results
I
Impact Information monitoring Initiative Innovation
Interpersonal relations Influencing others Interpersonal skills
L
Leading/ Living the vision
and values
Listening
M
Maintaining personal
credibility
Managing conflict Managing performance Managing risk
Managing change Managing work Meeting participation Meeting leadership
N
Negotiation Networking/Partnering
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O
Organizational
communication

P
Planning and organizing Political skills Project management
Providing
motivational support
Providing directions Problem solving
Q
Quality orientation
R
Risk taking
S
Sales ability Safety awareness Strategic decision making Strategic thinking
Stress tolerance System thinking
T
Technology
use/management
Tenacity
Technical/Professional
knowledge and skills
Teamwork
V
Visioning Valuing diversity
W
Work standards















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COMPETENCE MEANING
A
Accountability
Defines objectives and strategies to meet customer requirement and
organizational goals and objective.
Action & Result Orientation
The ability to proactively address situations or opportunities instead of
reacting to problems and assignments. It is reflected through actions, not
statements, and includes a willingness to seize opportunities and act
decisively in order to move forward. It involves focusing on the objectives
to be met, setting high standards of performance for self; driving self and
others for achievement and continuously monitoring achievement against
plans. Always looking for the opportunities to initiate positive actions.
Adaptability
Adjusting effectively to work within new work structures, processes,
requirements, or cultures and maintaining effectiveness when experiencing
major changes in work tasks or work environment.
Aligning Performance for
Success
Focusing and guiding others in accomplishing work objectives.
Analytical Thinking
Approaches a situation or problem by defining the problem or issue;
determining its significance; collecting data; using tools as flow charts, fish
diagrams etc. to disclose meaningful patterns in the data; making inferences
about the meaning of the data; and using logic and intuition to arrive at
conclusions or decisions.
Applied Learning Assimilating and applying new job related information in a timely manner.
B
Building a Successful Team
Using appropriate methods and a flexible interpersonal style to help build a
cohesive team and facilitating the completion of team goals.
Building Customer Loyalty
Effectively meeting customer needs, building productive customer
relationships, and taking responsibility for customer satisfaction and
loyalty.
Building Partnerships
Identifying opportunities and taking action to build strategic relations
between ones area and other areas, departments, units, or organizations to
help achieve business goals.
Business Performance
Measurement
Ability to gather and process critical business performance information to
determine quality and productivity of business activities and their related
processes. Focus on both internal operating and competitor information to
enhance the companys marketplace competitiveness.
Building Positive Working
Relationships
Developing and using collaborative relationships to facilitate the
accomplishment of work goals.
Building Trust
Interacting with others in a way that gives the confidence in ones intentions
and those of the organization.
Building Best People
The capacity to take a genuine interest in people and help in their
development of technical, business, clients, and social skills. It includes
providing timely, actionable, and constructive feedback, along with
nurturing, guidance, and respect.
Business Knowledge
The ability to use ones knowledge, acquired through experience,
association, or formal training, in ways that demonstrate a deep
understanding of an organizations business. This can be knowledge of
either an industry (e.g. Retail, Pharmaceuticals, etc.) or a Business Function
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(e.g. IT, HR, Finance, R&D, etc.). It includes the ability to educate others
and be seen as an expert.
C
Change Management
Demonstrates support for innovation and for organizational changes needed
to improve the organizations effectiveness.
Coaching
Providing timely guidance and feedback to help others strengthen specific
knowledge/skill areas needed to accomplish a task or solve a problem.
Communication
Clearly conveying information and ideas through a variety of media to
individuals or groups in a manner that engages the audience and helps them
understand and retain the message.
Communicating Orally Makes clear and convincing oral presentations (to individuals and groups)
Communication in Writing
Presents information, analysis, ideas, and position in writing in a clear and
convincing manner.
Continuous Learning
Actively identifying new areas for learning, regularly creating and taking
advantage of learning opportunities, using newly gained knowledge and
skill on the job and learning through their application.
Contribution To Team Success
Actively participating as a member of a team to move the team forward the
completion of goals.
Conflict Management
Recognizes difference of opinion, brings them out into the open for
discussion, and looks for win-win solutions.
Continual Improvement Stresses accountability and continuous improvement.
Cost & Profitability Orientation
Adopting a strong orientation toward understanding cost and profit; holding
high expectations for oneself and others; individually strive and encourage
others to achieve at high levels.
Customer Focus
Making customers and their needs a primary focus of ones actions with
development and sustaining productive customer relationships.
Customer Orientation
Demonstrate a high level of concern for the customer by going beyond what
is required to meet the customers needs in order to exceed their
expectations. This include an awareness of the customers needs and how
they are impacted by business decisions and processes.
D
Data Gathering and Analysis
Ability to collect, organize and use relevant information efficiently and
effectively.
Delegation
Allocating decision making authority and/or task responsibility to
appropriate others to maximize the organizations and individuals
effectiveness.
Decision Making
Identifying and understanding issues, problems, and opportunities;
comparing data from different sources to draw conclusions; using effective
approach for choosing a course of action or developing appropriate
solutions; taking action that is consistent with available facts, constraints,
and probable consequences.
Developing Others
Planning and supporting the development of individuals skills and abilities
so that they can fulfil current or future job/role responsibilities more
effectively.
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E
Emotional Intelligence Demonstrates an ability to control and filter emotions in a constructive way.
Empowering Others
Gives people latitude to make decisions based on their level and area of
responsibility and level of knowledge and skills.
Energy
Consistently maintaining high levels of activity or productivity; sustaining
long working hours when necessary; operating with vigour, effectiveness,
and determination over extended periods of time.
Entrepreneurship
Actively seeks out and identifies opportunities to develop and offer new
products and services within or outside the organization.
Establishing Focus/Setting
Directions
Act to align own units goals with the strategic direction of the organization.
Exercising Self-Control
Keeps functioning effectively under critical and tight deadlines, heave
workloads, and/or other pressures.
F
Facilitation
Uses groups skills to lead the group to consensus, effectively solve
problems, and accomplish tasks.
Facilitating Change
Encouraging others to seek opportunities for different and innovative
approaches to addressing problems and opportunities; facilitating the
implementation and acceptance of change within the workplace.
Fiscal Management Develop program and resource plans and budgets for projects, or units.
Flexibility
Makes effective decisions and achieves results in the midst of major
changes in responsibilities, work pressure, timeframes, and performance
expectations, organizational cultural, or work environment.
Follow Up
Monitoring the results of delegations, assignments, or projects, considering
the skills, knowledge, and experience of the assigned individual and the
characteristics of the assignment or project.
Formal Presentation
Presenting ideas effectively to individuals or groups when given time to
prepare; delivering presentations suited to the characteristic and needs of
the audience.
G
Gaining Commitment
Using appropriate interpersonal styles and techniques to gain acceptance of
ideas or plans; modifying ones own behaviour to accommodate tasks,
situations, and individuals involved.
Getting Results
Take risks in improving products and services, while holding self and others
accountable.
I
Impact
Creating a good first impression, commanding attention and respect,
showing an air of confidence.
Information Monitoring
Setting up ongoing procedures to collect and review information needed to
manage an organization or ongoing activities within it.
Initiative
Taking prompt action to accomplish objectives; taking action to achieve
goals beyond what is required; being proactive.
Innovation
Generating innovative solutions in work situations; trying different and
novel was to deal with work problems and opportunities.
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Interpersonal Relations
The ability to show sensitivity to other peoples feelings and needs, making
them feel they are valued. Creates business relationships around work.
Influencing Others
Presents facts, analysis, and conclusions or solutions in a way that
demonstrates command of content; factors in perspectives and interest of
the audience and shows whats in it for them or what meets the common
good.
Interpersonal Skills
Considers and responds appropriately to the needs, feelings and capabilities
of different solutions.
L
Leading/Living The Vision and
Values
Keeping the organizations vision and values at the forefront of decision
making and action.
Listening Provides feedback on what was heard.
M
Maintaining Personal
Credibility/Ethical Standards
Does what he or she commits to doing.
Managing Conflict
Dealing effectively with others in an antagonistic situation; using
appropriate inter-personal styles and methods to reduce tension or conflict
between two or more people.
Managing Performance Sets clear goals for the employees and the work unit.
Managing Risks
Takes stances or makes decisions that involve personal risks, but which are
judge advantageous to the individual and agency.
Managing Change
The ability to identify what changes are needed, the benefits of those
changes and how to support or implement change. At more advanced levels
there is the ability to plan and drive changes through an organization.
Managing Work
Effectively managing ones time and resources to ensure that work is
completed efficiently.
Meeting Leadership
Ensuring that a meeting serves its business objectives while using
appropriate interpersonal styles and methods and considering the needs and
potential contributions of others.
Meeting Participation
Using appropriate interpersonal styles and methods to help reach a
meetings goals while considering the needs and potential contributions of
others.
N
Negotiation
Effectively exploring alternatives and positions to reach outcomes that gain
the support and acceptance of all parties.
Networking/Partnering Develop networks and builds alliances.
O
Organizational Communication
Ensures that offers involved in a projects or effort is kept informed about
development and plans.
P
Planning and Organizing
Establish courses of action for self and others to ensure that work is
completed efficiently.
Political Skills
In taking action, demonstrates an understanding and consideration of how it
will impact stakeholders and affected in the organization.
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Project Management
Ensures support for projects and implements agency goals and strategic
objectives.
Providing Motivational Support Recognizes and rewards people for their achievements.
Providing Directions Provides structure.
Problem Solving
The ability to penetrate surface issues by probing for meaningful
information. It is reflected in (1) Systematic Research, (2) Tapping unique
resources, and (3) reconciling conflicting information.
Q
Quality Orientation (Attention
To Detail)
Accomplishing tasks by considering all areas involved, no matter how
small; showing concern for all aspects of the job; accurately checking
processes and tasks; being watchful over a period of time.
R
Risk Taking
Initiating action that tries to achieve a recognized benefit or advantage when
potential negative consequences are understood.
S
Sales Ability/Persuasiveness
Using appropriate interpersonal styles and communication methods to gain
acceptance of a product, service, or idea from prospects and clients.
Safety Awareness
Identifying and correcting conditions that affect employee safety; upholding
safety standards.
Strategic Decision Making
Obtaining information and identifying key issues and relationships relevant
to achieving a long-range goal or vision; committing to a course of action to
accomplish a long range goal or vision after developing alternatives based
on logical assumptions, facts, available resources, constraints, and
organizational values.
Strategic Thinking
The ability to assess a situation, define realistic, goals, and develop
effective strategies and action plans while balancing potential strengths,
weaknesses, opportunities and threats. This includes address the long term
implications of a decision, and considering alternative strategies and plans
to achieve long term goals.
Stress Tolerance
Maintain stable performance under pressure or opposition (such as time
pressure or job ambiguity); handling stress in a manner that is acceptable to
others and to the organization.
System Thinking
Of all systems and organizational entities involved over time. Implements
solutions to organizational problems and develops organizational or service
delivery systems and organizational entities involved.
T
Technical Use/Management
Understand and uses basic technology as a tool in staff communication (e.g.
e-mail, scheduling, etc.)
Tenacity
Staying with a position or plan of action until the desired objective is
obtained or is no longer reasonably attainable.
Technical/Professional
Knowledge and Skills
Having achieved a satisfactory level of technical and professional skill or
knowledge in position-related areas; keeping up with current developments
and trends in areas of expertise.
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Teamwork
The ability to work cooperatively to meet organizational goals by including
others (both individuals and groups) in the process of solving problems and
implementing solutions. This includes sharing resources with other groups.
V
Visioning
Communicates a clear, vivid and relevant description or picture of where
the organization should be 3, 5, or 10 years.
Valuing Diversity
Appreciating and leveraging the capabilities, insights, and ideas of all
individuals; working effectively with individuals of diverse style, ability,
and motivation.
W
Work Standards
Setting high standards of performance for self and others; assuming
responsibility and accountability for successfully completing assignments or
tasks; self-imposing standards of excellence rather than having standards
imposed.