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Competency Based

System

Goals of the Presentation


Understand Competency Model
Understand the principles of a
competency based management
system
Understand how a competency based
system could be implemented

A Competency Based
Management System
Provides the process whereby competencies
needed to achieve success are identified
Integrates several human resources functions
Provides the basis for tracking and measuring
performance

What is a Competency?
Competencies fall into 3 main categories:
Core
Behavioural
Technical

Why Introduce
Competencies?
Competencies:
Highlight the value of the organization
Provide clear guidelines of success
Provide practical tools for performance
management
Target training needs for development of staf
Provide a better fit between employees and
their job
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What Do Competencies
Look Like?
Each competency has a definition and level of proficiency.
For Example:

Results Orientation
Definition:
The desire or drive to achieve or surpass
identified goals.
Establishes performance objectives and
measures to continuously improve performance
and standards of excellence in the organization.
Includes innovative or entrepreneurial
behaviours
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What Do Competencies
Look Like?
Results Orientation
Levels of proficiency and complexity
1. Wants to do the job well
2. Works to achieve goals
3. Sets own standards to improve
performance
4. Sets and strives to meet higher standards
of performance
5. Conducts Cost - Benefit Analyses
6. Takes Calculated Entrepreneurial risks

How Does a
Competency
Model Work?
Performance
Appraisal

Compensation

COMMON

Recruitment

INFORMATION
Jobs: Competency
Requirements

Selection

People:
Competencies

Succession
Planning

Training &
Development

Implementation of a
Competency Model
The implementation of a model is a 5step
Process:
1) Determine strategic directions of organization
2) Design the principles and architectural framework of
the model
3) Develop the competency model and assessment tools
4) Communicate progress and benefits to stakeholders
5) Integrate in phases
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Implementation of a
Competency Model
Step 1
Determine the strategic directions of the
organization

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Implementation of a
Competency Model
Step 2
Design the principles and architectural
framework of the model
How are competencies to be
used?

Are there standard competencies


for the organization with subsets
for specific jobs?

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Implementation of a
Competency Model
Step 3
Develop the competency model and tools for
linking human resources functions.
Develop competency profiles for each
job/position/role

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Implementation of a
Competency Model
Step 3
Develop the competency model and tools for
linking human resources functions
Create tools to operationalize competencies
e.g. : performance appraisals

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Implementation of a
Competency Model
Step 4 Communicate progress and benefits to
stakeholders
Step 5

Implement in phases

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Use of the Competency


Model
*

Performance Management

Training and Development

Succession Planning

Recruitment

Process to select
competencies
Stage 1: Lists of behavioural competencies were
compiled from reviewed documents, from
interviews with selected staf and from Subject
Matter Experts (SME)
Stage 2: Focus groups of non-union staf were
brought together to select the most relevant
competencies from the lists; to revise and refine
the definitions; and create the Competency
Dictionary
Stage 3: Executive Management Team selected
the core competencies from the dictionary

Process to select
competencies
Stage 4: Focus groups of job families (director,
manager, supervisor) selected appropriate role
competencies (4-6) and identified the levels of
proficiency for core and role competencies
Stage 5: Non-union employees confirmed the
chosen competencies and levels of proficiency
by means of an electronic survey
Stage 6: Technical competency process will be
completed for business units to implement

Competency Dictionary

Adaptability

Organizatio nal Awarenes s

Commi tment to Continuous Learning

Conceptual Thinking

Planning, Organizing and


Coordinating

Customer Service Orientation


(CORE COMPETENCY)

Poli tical Acui ty (EXECUTIVE


COMPETENCY)

Developing Others

Problem Solving

Fiscal Accountability (CORE


COMPETENCY)

Relationship Building

Res ponsiveness to the Public

Res ults Orientation (CORE


COMPETENCY)

Shaping the Organization


(EXECUTI VE COMPETENCY)

Strategic O rientation

Striving for Clarity and Quality

Teamwork (CORE COMPETENCY)

Holding People Accountable

Impact and Influence

Innovation (CORE COMPETENCY)

Leadership

Leading Change

Li stening, Understa nding and


Res ponding

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Each job has 15


Competencies
5 Core (Reflect what the organization does
best and are necessary for all jobs e.g. Core
values)
Customer Service
Teamwork
Fiscal Accountability
Innovation
Results Orientation
5 Role (Those personal characteristics that
influence or drive performance)
5 Technical (Technical knowledge or skills
that are critical for a specific job/role to be
successful)

Levels of Proficiency
Within each competency levels of proficiency
are described
As you progress through job level in the
organization employees are expected to
demonstrate a higher level of competency

Competencies
Customer Service Orientation- a desire to identify and

meet/exceed the requirements of internal and external


customers.
Recognizing the variety of customers in all levels and
accommodating their diverse needs.
Team Leader/Branch Head: Advocate for the Customer -

(Level 3)

Regional Manager: Addresses Underlying Customer

Needs - (Level 4)
Director:

Uses a Long-Term Perspective - (Level 5)

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Customer Service Orientation


Levels of Proficiency
Level One:

Clarifies expectations

Level Two:

Takes personal responsibility in addressing customer


service problems

Level Three:

Advocates for the customer

Level Four:

Addresses underlying customer needs

Level Five:

Uses a long term perspective

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Competencies Team Leader/Branch Head


Customer Service
Advocate for the Customer (Level 3 )
Analyzes and interprets customer data
Develops and implements customer service
strategy
Acts as an advocate for the customer

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Competencies Regional Manager


Customer Service
Addresses Underlying Customer Needs
(Level 4)
Determines the customers issues
Accommodates needs of the customer as
customized service
Integrates a customer service focus into
business strategies, plans and programs

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Competencies
Director
Customer Service
Uses a Long-Term Perspective (Level 5)
Looks for long term benefits for the customer
Researches customer needs to guide strategy
development
Creates innovative solutions
Formulates strategies to optimize customer
service
Ensures policies reflect responsiveness to the
customer

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How competencies are organized


The companys competencies are organized into a
Learning Framework
The framework categorizes the areas of learning
and skill needed in the company.
The 4 areas are:
Customer Service
Business Know-How
Leadership and Management
Service-specific or technical

Linking to other processes


Competencies to be integrated
with:
recruitment and selection
planning for advancement & promotion
succession management
performance management (developmental purposes)

Use of the Competency Model


Retention and Recruitment
Learning and development
opportunities
Reward and recognition
Challenging and meaningful work
Stimulating and supportive
environment

Implementation of a Competency Model

Factors that contribute to success:


Efective implementation process
High level of management commitment and
support
Development program must be in place
Some models fall short when they are used to
determine individual pay
Human Resources Dept. should be involved
Competencies must be applied correctly.

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Implementation of a
Competency Model

Factors
To
Bear
In
Mind:
Process is labour-intensive
Cost
Duration of process
Organizational culture

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Thank you!