Competency–

Based
Human
Resource
Management

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 You can download these
excellent slides at :
You can download this brilliant presentation at:
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 Contents

1. Framework for Building Competency-based HR

Management System

2. Developing Competency Model

3. Competency-based Interview Method

4. Competency-based Career Planning

5. Competency-based Training & Development

6. Competency-based Performance Management

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 Competency-based HR
Management : A Framework

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 HR Management Framework
based on Competency

Competency based People Strategy The

competency
Recruitment &
framework
Selection
will be the
basis for all
Training & Performance
BUSINESS
Development Management
BUSINESS HR functions
STRATEGY RESULTS
and serve as
COMPETENCY the "linkage"
FRAMEWORK
between
Reward Career individual
Management Management
performance
and business
results

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 Definition of Competency

• A combination of skills, job attitude, and

knowledge which is reflected in job
behavior that can be observed,
measured and evaluated.
Competency • Competency is a determining factor for
successful performance
• The focus of competency is behavior
which is an application of skills, job
attitude and knowledge.

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 Definition of Competency

Skill
Job Attitude
Knowledge
Competency

Observable Behavior

Job Performance

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 Competency and Job Description

• Job description looks at what, whereas competency model

focuses on how.

• Traditional job description analysis looks at elements of the

jobs and defines the job into sequences of tasks necessary
to perform the job

• Competency studies the people who do the job well, and

defines the job in terms of the characteristics and
behaviors of these people.

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 Types of Competency

Managerial competency (soft competency)

This type of competency relates to the ability to manage job and
develop an interaction with other persons. For example : problem
solving, leadership, communication, etc.
 
Functional competency (hard competency)
This type of competency relates to the functional capacity of work.
It mainly deals with the technical aspect of the job. For example :
market research, financial analysis, electrical engineering, etc.

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 Competency Identification Process

Clarify
Generate
Organizational Competency
Competency
Strategy and Identification
Models
Context

• Analyze Work Role and

Process Validate,
• Gather Data through Refine and
Behavior Event Interview Implement
and Focus Group
• Conduct Benchmark
Study

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 Examples of Competency
DEFINITION
• Adaptability—Maintaining effectiveness when priorities change and new
tasks are encountered, and when dealing with individuals who have different
views and approaches. Effectively performing in different environments,
cultures, and locations, and when working with different technologies and
levels of individuals.

KEY BEHAVIOR
• Seeking understanding—Makes efforts to better understand changes in the
environment; actively seeks
• information or attempts to understand nature of individual differences, logic,
or basis for change in tasks and situations.
• Embracing change—Approaches change or newness with a positive
orientation; views change or newness as a learning or growth opportunity.
• Making accommodations—Makes accommodations in approach, attitudes,
or behaviors in response to changing environmental requirements.
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 Examples of Competency
DEFINITION
Analysis/Problem Assessment—Securing relevant information and identifying key
issues and relationships from a base of information; relating and comparing data
from different sources; identifying cause-effect relationships.

KEY BEHAVIOR
• Identifying issues and problems—Recognizing major issues; identifying key facts,
trends, and issues; separating relevant from irrelevant data.
• Seeking information—Identifying/Recognizing information gaps or the need for
additional information; obtaining information by clearly describing what needs to be
known and the means to obtain it; questioning clearly and specifically to verify facts and
obtain the necessary information.
• Seeing relationships—Organizing information and data to identify/explain trends,
problems, and their causes; comparing, contrasting, and combining information; seeing
associations between seemingly independent problems or events to recognize trends,
problems, and possible cause-effect relationships.
• Performing data analysis—Organizing and manipulating quantitative data to
identify/explain trends, problems, and their causes.
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 Benefits of Using Competency Model

For Managers, the benefits are:

• Identify performance criteria to improve the accuracy and ease

of the hiring and selection process.

• Clarify standards of excellence for easier communication of

performance expectations to direct reports.

• Provide a clear foundation for dialogue to occur between the

manager and employee about performance, development, and
career-related issues.

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 Benefits of Using Competency Model

For Employees, the benefits are:

• Identify the success criteria (i.e., behavioral standards of

performance excellence) required to be successful in their role.

• Support a more specific and objective assessment of their

strengths and specify targeted areas for professional
development.

• Provide development tools and methods for enhancing their

skills.

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 Key Characteristics of Successful
Implementation

1. Alignment: Competencies impact systems that actively support

the organization’s vision, strategy, and key capabilities.

2. Integration: Competency initiatives that produce the most

significant change are applied systemically across a range of HR
development processes.

3. Distribution: Competency standards alone produce little effect.

They must be actively and relentlessly communicated and
installed with users.

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 Key Characteristics of Successful
Implementation

4. Self-Directed Application: Competency systems frequently fail

because they are too complex or require an unsustainable level of
sponsorship or program support. Implementations that work best
focus on the development of “tools” that can produce results for
users with relatively little ongoing support.

5. Acculturation: In competency systems that work, they become

part of the culture and the mindset of leaders through repeated
application and refinement over a significant period of time.

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 Competency-based
Interview for Selection

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 Types of Interview

• Conventional Interview

• Competency-based Interview

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 Conventional Interview

• Unstructured :
• Is a type of interview where the questions are not
designed systematically and not properly structured.

• There is no standard format to follow, therefore the

process of interviewing can go in any direction.

• Is seldom equipped with formal guidelines regarding

the system of rating/scoring the interview.

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 Conventional Interview

• Has low reliability and validity – there is no accuracy in

predicting performance

• Susceptible to bias and subjectivity (gut feeling)

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 Competency-based Interview (CBI)

• Is a structured type of interview. The questions are focused

on disclosing examples of behavior in the past.

• The process of interview is intended to disclose

specifically and in detail examples of behavior in the past.

• Is designed based on the principle : past behavior predicts

future behavior (Candidates are most likely to repeat these
behaviors in similar situations in the future).

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 Competency-based Interview

• Has a high level of validity and reliability.

• Equipped with a standard scoring system which

refers to behavior indicators

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 Approach in Competency-based Interview

S What was the Situation in which you were

involved?

T What was the Task you needed to accomplish?

A What Action(s) did you take?
R What Results did you achieve?

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 Approach in Competency-based Interview

Situation

Can you explain the situation?

Where and when did the situation happen?
What events led up to it?
Who was involved in the situation (work colleagues,
supervisor, customers)?

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 Approach in Competency-based Interview

Tasks/Actions

What tasks were you supposed to do at that time?

What did you actually do at that time?
How did you do it?
What specific steps did you take?
Who was involved?

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 Approach in Competency-based Interview

Results

What was the outcome?

Can you tell me the results of taking such action?
What specific outcome was produced by your
action?

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 Sample Questions in CBI

Competency Sample Question

Persistence In the process of selling, we are sometimes not

successful in securing a new transaction. Can you
tell me about one or two situations where you
repeatedly failed to get a new client?
What specific steps did you take? What was the result?

Influencing Others Can you describe one or two cases in your effort to
obtain new customers? What did you do? What was
the result?

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 Sample Questions in CBI

Competency Sample Question

Interpersonal Can you tell me about a situation where you faced

Understanding a client who was disappointed with your product?
What was the situation like? What specific steps
did you take? What was the result?

Planning & In working, we often face a number of priorities

Organizing that must be tackled at the same time. Can you tell
me about one or two actual cases where you had
to face such a situation? What did you do? What was
the consequence?

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 Bias in the Interview Process

An interviewer might make a snap judgement

First about someone based on their first impression
Impressions - positive or negative - that clouds the entire
interview.

For example, letting the fact that the candidate

is wearing out-of-the-ordinary clothing or has a
heavy regional accent take precedence over
the applicant's knowledge, skills, or abilities.

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 Bias in the Interview Process

The "halo" effect occurs when an interviewer

Halo allows one strong point about the candidate to
Effect overshadow or have an effect on everything
else.
For instance, knowing someone went to a
particular university might be looked upon
favorably. Everything the applicant says during
the interview is seen in this light.

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 Bias in the Interview Process

Strong(er) candidates who interview after

Contrast weak(er) ones may appear more qualified than
Effect they are because of the contrast between the
two.

Note taking during the interview and a

reasonable period of time between interviews
may alleviate this.

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 You can download full version of
these excellent slides at :
You can download this brilliant presentation at:
www.HR-Management-Slides.com
www.exploreHR.org

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 End of Material

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