COMPETENCY

MODELS

BY
MALATHI.
N 12 MD
O42
 COMPETENCY
competency is described as "a cluster of knowledge,
skills, abilities, behaviors, and attitudes related to job success
and failure " (Byham & Moyer, 2000; Cooper, 2000; Green,
1999; Lucia & Lepsinger, 1999;
Parry, 1996 ).
This new behavioral approach creates what "good" competencies
might look like. Characteristics of a set of useful competency
list are,
1) Exhibiting job-relatedness,
2) Observable and measurable against well-accepted
job standards or criteria,
3) Being improved via training and development, and
4) Providing insights on determining how capable or
fitness a
person is to a job and an organization.
 Impact Of Three-level Competencies On
Business Results
Organizational
Vision& Mission

Individual Job/Role Organizational Growth Business

Competencies Competencies Opportunities
Core Results
Competencies

Organizational
structure & culture
HR processes based on competencies -Mc Lagan
STRATEGIES FOR BUILDING COMPETENCY MODELS

In an organization with many different jobs there are two

approaches for building competency models – Universal and
Multiple model approach.
• Universal approach -This is a one size fits all approach. It
involves creating a single model with one set of
competencies applicable to all jobs. These are less related to
specific job or function and more related to values and skills.
• Multiple approach -This method creates multiple models
depending on jobs and levels. This method is used when all
the jobs do not have anything in common.
Recent Trends in Competency Modeling
1.Automation of competency modeling- In an effort to streamline and
make the process of competency modeling /job-analysis more efficient,
Mason and Lin (2008) advocate the use of online data warehouses of
competency models, web-based focus groups, and the use of online
surveys to gather data from subject matter experts (SMEs) and
incumbents.
2.Strategic job analysis - Attempting to identify the relevant tasks,
behaviors, and KSAOs for a job as they are predicted to be in the
future (Schneider & Konz, 1989).
• This approach represents a change from descriptive job analysis
(with a focus on describing the job as it currently exists) to
predictive job analysis (which focuses on how the job is expected to
be in the future).
• The need for strategic job analysis is becoming more apparent
because of the dynamic nature of modern-day organizations.
3.Personality-oriented job analysis- The use of personality
as a predictor in selection is becoming more and more
common in today‘s organizations.
• Countless meta-analyses have demonstrated that a
number of broad personality traits are associated with
high performance on the job.

4.Cognitive task analysis - The identification and analysis of

cognitive processes that underlie task performance, has
been offered as a supplement to traditional task analysis.
• With the advent of the Internet and the great increase in
technology across the workplace, today‘s jobs contain
more cognitive complexity than ever before.
Potential Uses Of The Model
The model can be used for multiple reasons.
1. Competency modeling is an important innovation in that it is a
way to get organizations to pay attention to job-related
information and employee skills in the management of
employees.

2. They are often intended to distinguish top performers from

average performers (e.g., Parry, 1996; Olesen, White, &
Lemmer, 2007). They focus less on and may even omit
descriptors of tasks or KSAOs that do not help understand
employee performance (but cf., Lievens, Sanchez, & De Corte,
2004).

3. They often include descriptions of how the competencies

change or progress with employee level (e.g., Martone, 2003;
Rodriguez et al.,2002).
4. The KSAOs are usually linked to the business objectives and
strategies (e.g., Green, 1999; Martone, 2003; Rodriguez et al.,
2002).

5. They are developed top down rather than bottom up like job
analysis.

6. Competency models may consider future job requirements

either directly or indirectly (e.g., Parry, 1996; Rodriguez et al.,
2002; Schippmann et al., 2000). They do not document the
status quo but attempt to look into the future.

7. Competency models are usually presented in a manner that

facilitates ease of use. Designing for ease of use often includes
the utilization of organization-specific language.
Building Competency models –Spencer’s classic
competency study design
Multipurpose Occupational Systems Analysis
Inventory - Close-Ended (MOSAIC)
Competencies

United States, Office Of Personnel Management ,OPM has been

conducting Government wide occupational studies using its
Multipurpose Occupational Systems Analysis Inventory -
Close-Ended (MOSAIC) methodology for more than two
decades.

MOSAIC, a multipurpose, survey-based occupational analysis

approach, is used to collect information from incumbents and
supervisors on many occupations for a wide range of human
resource management functions
MOSAIC Continued…
Identified the 885 competencies employees need to perform
successfully in nearly 200 Federal occupations, as well as for
leadership positions.

These competencies provide users with a basis for building

integrated human resource management systems that use a
common set of competencies to structure job design,
recruitment, selection, performance management, training,
and career development so that employees receive a consistent
message about the factors on which they are selected, trained,
and evaluated.
Developing Competency Model
Competency modeling is a process of determining what
competencies are necessary for successfully performing a job
or a role.

The competency models are normally linked to organization‘s

strategic purposes for achieving results. Valid competency
models help to strengthen HR systems, improve overall
performance, and increase business impacts over time (Cook
& Bemthal, 1996; Parry, 1996, 1998)

A variety of a profile and its applications varies according to a

diversity of business results, target groups, job/ roles, and
positions.
A Conceptual Cascade For Developing Competency
Modeling
 Comparing Approaches to Developing Competency
S.No. Models
Categories of Competency Major Characteristics Advantages & Disadvantages
Model
1. Core Competency Model -closely aligned to vision, values, and -helps to catalyze changes
(one-size-fits-all mission -can be used with many groups
model) -applies to all levels/ jobs -modest cost but long last impacts
-provides broad, quick, and and functions
consistent impacts -not specific to particular job
-more difficult to implement
-best for homogeneous work

2. Functional Competency -built around key business areas -focused and specific efforts
Model -applies to all employees in target -considers on technical aspects
functions -often used for a single job or
positions
3. Job/Role Competency -applies to specific roles in -unifying, useful in a team-based
Model organizations organizations
- identifies both core and specific -narrow if applied to a single job
competencies less cost effective if outdated
- time consuming
4. Multiple-Job Model -provides a common set of generic -getting popular but most difficult
competencies to implement and explain
-can be used with several jobs for a -needs close management supports
longer period and HR champions
-applied to a wide range of -a quick, low-cost approach
employee groups -customized for individual jobs
HR Professional Framework
 The HR Professional Framework will help to identify
the person in relation to the roles.
 The purpose of the framework is to help think about the
direction you would like to take as you pursue a career within
the HR profession.
 It can be a useful reference in building the Individual
Development Plan (IDP) with the manager, coach or mentor.
 The HRM Competency Model features 24 general
competencies, categorized into three HR Professional Roles,
plus the Leader Role.
I-Core Competency Model:
• CUSTOMER FOCUS
• PERFORMANCE MANAGEMENT
• PLANNING & USE OF RESOURCES
• COMMUNICATION
• STRATEGIC THINKING
& MANAGING CHANGE
• SELF MANAGEMENT
• LEADERSHIP
• TEAM AND
PARTNERSHIP
WORKING
II-Functional Competency Model

Roles of the HR

Professional

1. Technical
Specialist

2. Advisor

3. Strategic
Partner

4. Leader
The seven criticalgeneral competenciesin the
ADVISOR ROLE are:
• Creative Thinking
• Client Engagement / Change Management
• Decision Making
• Flexibility
• Influencing/Negotiating
• Project Management
• Reasoning
III-Job/Role Competency Model
SPECIFIC ROLES OF ADVISOR:
• Advisor Apprentice
• Advisor Practitioner
• Advisor Expert

Advisor Apprentice:
• Has a moderate level of strategic ability and only a
limited
familiarity with technical HR operations.

• Is likely in the beginning stages of a career as an HR leader.

• The Advisor Apprentice's skills would be enhanced through

partnering with and learning from experts in both technical and
strategic HR operations.
Advisor Practitioner
• Has a moderate level of both strategic and technical HR
ability.
• The Advisor Practitioner would serve as an
effective advisor for experienced HR leaders.

Advisor Expert
• Has a high level of technical ability and a
moderate familiarity with strategic HR operations.
• Serves as an excellent advisor to experienced
and novice HR leaders.
• With a little more strategic training, the
Advisory Expert can likely be an effective HR leader.
Training Managers

Roles: Technical Specialist; Strategic Partner; Leader

Advisor;
Competencies:
• Performance Employee Relations; Labor
Management; Relations
(Technical);
• Reasoning, Decisions-Making, Skills, Self-
Interpersonal Legal, Government,& Jurisprudence,
Management,
Communication (General); Oral
• Human Capital Management, Leveraging Diversity,
Developing Others, Conflict Management,
Accountability (Leadership)
Managing Talent
• Roles: Strategic Partner
Advisor;
• Competencies: Staffing; Human Resource
Development (Technical);
• Attention to Detail, Creative Thinking, Integrity/Honesty,
Interpersonal Skills, Legal, Government & Jurisprudence, Oral
Communication, Planning & Evaluating, Problem Solving,
Project Management, Reasoning, Self-Management,
Teamwork, Technical Competence (General);
• Client Engagement/Change Management, Decision Making,
Influencing/Negotiating, Organizational Awareness, Workforce
Planning (Leadership)
 Methodology
Methodologies used to design the models involve
1) Analyzing target job or position under changing
business strategies,
2)Identifying effective and ineffective behaviors
from below, average, and "star" performers,
3) Collecting data by using balanced approaches,
4) Analyzing the data and formulating an interim
competency model,
5) Validating the appropriateness of the model.
Validating the Competency Models
Organizations should validate the models to avoid risks of
having irrelevant and outdated profile which may lead to legal
implications. The Validation is a long-term process to realize
the actual effectiveness.
Validation approaches
 Statistical -systematically examine content
representativeness of the interim model.
 Criterion validation- focuses on correlation indices between
a
given competency and measures of individual performance.
In addition, output benefits such as profits, productivity, and
client satisfaction are tracked.
In fact, using balanced validation approaches enhance the
credibility and the validity of the models in practice.
Benefits of Valid competency models
 They provide directional guidance in behavioral terms what
people at every level need to do in delivering results.
 When properly defined, their measurability helps to differentiate
effective performance from those average and substandard. The
assessment information can also be used to benchmark
management effectiveness between organizations.
 Competencies regarded as critical to business survival and
success can be learned and improved.
 Good competency models provide comprehensive integration into
many human resource practices.
Competency-based Management (CBM)

CBM can be regarded as an approach to managing employee

performance based on both the "what" is achieved and the
"how" results are derived.

The presence of organizational culture that fosters change,

excellence innovation, participative decision-making, and
continuous learning will greatly enable the application of
CBM to success.
 Human Resource Role of Competency Modeling
Areas
1. Job analysis & Shift the unit of analysis from a job and associated tasks to a person
Evaluation and what he/she is capable of.
2. Selection and Serve as a means to determine appropriate assessment tools after
Promotion identifying that competencies are job-related.
3. Lay-off Used as qualifications to determine order/reasons to be laid off.

4. Deployments Serve as requirements and justifications to appointments

5. Resourcing Activities Be a tool for assessment with indicators and proficiency level.

6. Human Resource Address rising marketable skills in demands or in shortage.

Planning
7. Training and Used to identify training needs, self-development, evaluating.
Development
8. Performance Establish 360-degree feedback system & performance standard.
Management
9. Compensation Least often used, reward performance/skill-based pay for team.

10. Career, Succession, Support for career mobility and individual development plan.
Placement
Byham &Moyer, 2000; Dubois,1998; Lucia & Lepsinger,l999; Zwell, 2000
CONCLUSION:

It is realized that there is no right answer to competency

issues. What is important for organizations is adopting
definitions, models, and approaches that make sense, meet
their needs, and used them consistently.
THANK
YOU