Role Based Competencies
- Specific to role
- Different for all unique roles
- Most accurate for role
- Difficult to communicate across the
organization (time consuming activity)
- Assessment is time consuming
- Does not allow decisions such as remapping
of talent to other functions
- Creation of competency framework is both,
time and money intensive
- Process of designing
o Visionary Interviews
o For each unique role
 ideally interview with all
relevant stakeholders
 can be reduced to interviews
with role holder, reporting
manager and function head
- o
Level Based Competencies
- Applicability suggests each individual at same
level (irrespective of function) needs to
possess same competencies
- Easy to communicate across organization;
competency literacy workshops can be
arranged
- Ease of assessment; people of similar level
can be assessed together in batches
- Creates of competency framework takes
comparatively very less time and cost
- Allows the organization take decisions on
rotation of talent across functions, etc.
- Allows competencies to be a common
language for many HR activities, such as
hiring, assessment, training needs
identification, development, etc.
- Process of designing
o Visionary Interviews
FGDs for each function
o FGDs of heterogeneous mix of
people at each level