Competency Approach to Human
Resource Management
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What do we mean when we
say COMPETENCY ?
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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.
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Competencies are seen mainly as inputs.
They consist of clusters of knowledge,
attitudes and skills that affect an
individuals ability to perform.
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Hayes (1979)
Competencies are generic knowledge
motive, trait, social role or a skill of a
person linked to superior performance
on the job.
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Albanese (1989)
Competencies are personal
characteristics that contribute to
effective managerial performance.
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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.
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What is Common in the definitions?
Competencies Job
underlying characteristic of superior performance in a
a persons inputs. given job, role or a situation
individuals ability to
clusters of knowledge,
perform.
attitudes and skills
linked to superior
generic knowledge motive,
performance on the job.
trait, social role or a skill
contribute to effective
personal characteristics
managerial performance
set of skills, related
successfully perform a task
knowledge and attributes
or an activity within a
specific function or job
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KNOWLEDGE
Relates to information
Cognitive Domain
Attribute
Set of
SKILLS Relates to
qualitative
Relates to the aspects
ability to do,
personal
Physical Characteristics
domain COMPETENCY or traits
Outstanding
Performance of
tasks or activities
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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.
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Example of a Competency
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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.
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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.
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What is
a
Competency Model?
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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
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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.
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
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Competency modeling begins the process of building
tools to link employee performance to the mission and
goals of the organisation .
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Why Competencies ?
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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
Outstanding Performance
Effective Performance
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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
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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.
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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".
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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.
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Alignment of HR systems
Competency
Model
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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
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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.
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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
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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
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Competency based Pay
Provide an incentive for employees to grow
and enhance their capabilities.
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Methodology?
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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
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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.
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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
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Competency
model building
A detailed approach
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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
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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
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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
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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
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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
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JOB
CRITICAL SUCCESS FACTORS
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
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.
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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.
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DESIGNING THE QUESTIONNAIRE
1.2 PART - II
1.2.1 Academics, Knowledge
Skills Sets
Experience
1.2.2 Competencies
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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.
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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.
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4.0 FINALISE ROLE DESCRIPTION
AND
COMPETENCIES - JOB WISE
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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.
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Any Questions ???
Mail : kwhiragn@gmail.com
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