REQUIREMENTS

OF THE JOB
Chapter II
Learning Objectives:

1. To know the distinction between “hard skills” and

“soft skills” and their key roles for superior
performance of a job holder
2. To understand the Iceberg Theory in a Manager’s
search for the right person for the right job
3. To appreciate the importance of core job
competencies
4. To be aware of the different value systems that
influence employees’ behavior in the workplace
 Try to visualize a personal computer.
It might be the most modern and best brand
you can find in the market. It is the hardware
you are looking into. You switch it on and the
operating system is now working. But without
the software application, your PC is inert,
useless.
By the same token, an organization (the
hardware), without the right people (the
software) is next to nothing.
DIFFERENCES BETWEEN HARD SKILLS
AND SOFT SKILLS
Hard Skills Soft Skills
 It usually takes smarts  Usually takes Emotional
or IQ (also known as Intelligence or EQ (also
your left brain – the known as your right brain –
the emotional center)
logical center)
(E.g.: Self-management skills,
(E.g.: math, physics, stress management, and
people skills like
accounting, programming,
communication or networking
biology, statistics, skills, persistence and
chemistry) perseverance, patience)
Hard Skills Soft Skills
 Are rules where rule  Skills where the rules
stays the same change depending on
regardless of which the company culture and
company, circumstance people you work with
or people you work with

(E.g.: Programming) (E.g.: Communication

skills)
Hard Skills Soft Skills
 Can be learned in  Most soft skills are not
schools and from books taught in school and
have to be learned on
(E.g.: Accounting) the job by trial and
error.
 All jobholders need to have hard
skills and soft skills in order to succeed.
There are some jobs, however, that
don’t need soft skills like a researcher.
He/she can do a research in the
laboratory alone without interacting
with others.
 “The most powerful way to prevail in global
competition, is still invisible to many companies.
“During the 1980s, top executives were
judged on their ability to restructure, declutter,
and delayer their corporations. In the 1990s,
they’ll be judged on their ability to identify,
cultivate, and exploit the core competencies that
make growth possible – indeed, they’ll have to
rethink the concept of the corporation itself.”

–– 1990 Harvard Business Review

 CORE COMPETENCIES
 Core competencies provide the best chance
for a company’s continued growth and
survival, as these factors are what
differentiate the company from competitors
 Core competencies become the constant and
pervasive characteristic and source of
competitive advantage of the enterprise
which are sustainable over time.
 CORE COMPETENCIES
 The core competencies of the company’s
human resources must be identified,
cultivated and exploited to make the
company grow and survive.
 These core competencies must be aligned
to the core performance of the company.
Putting it in another way, it is human
performance that is at the core of the
company’s business performance.
 JOB COMPETENCY
 The ability of an individual to do a job properly
 The capacity to follow a set of defined behaviors
 A structured guide enabling the identification,
evaluation, and development of the behaviors of
individual employees
 A combination of observable knowledge, skills,
abilities, and personal attributes that contribute to
enhanced employee performance and ultimately
result in organizational success
COMMON CORE COMPETENCIES

• Adaptability • Emotional stability

• Commitment • Analytical reasoning
• Creativity • Communication
• Motivation skills
• Foresight • Customer focus
• Leadership • Teamwork and
• Independence Cooperation
• Results orientation
 LEADERSHIP COMPETENCIES
REQUIRED FOR MANAGERS AND
EXECUTIVES
Talent Management
Change management
Team Leadership
Conflict Management
Project Management
Negotiation and
Influence
 THE ICEBERG THEORY

– originated from the writing style of the

famous, Nobel-awarded novelist, Ernest
Hemingway
– also known as “Theory of Omission”
 THE ICEBERG THEORY
Like an iceberg, what can be seen
among the employees is the surface -
“hard skills.” The “soft skills” are not
visible; they lie beneath the surface like an
iceberg. What you see on the surface is not
the whole thing; there could be a
mountain-sized iceberg below the visible
iceberg on the surface.
THE ICEBERG THEORY
SAMPLE PROFICIENCY LEVELS
– Minimal
– Working
– Basic
– Proficient
– Expert
– Mastery of competency
– Excellence in competency
 PERSONAL VALUES
The word “values” is taken from the root
word “valor” which means strength.
Values are sources of strength because they
give people the power of action. Our values are
deep-seated standards that influence almost
every aspect of our lives: our moral judgments,
our responses to others, our commitments to
personal and societal goals.
 FIVE CORE VALUES
 Excellence
 Customer Focus
 Integrity
 Teamwork
 Creativity and Innovation
 FILIPINO VALUES
Filipino values are centered at maintaining
social harmony, motivated primarily by the
desire to be accepted within a group.

The main sanction against diverging from

these values are the concepts of "Hiya", roughly
translated as “a sense of shame”, and "Amor
propio" or “self-esteem”. 
 FILIPINO VALUES
Social approval, acceptance by a
group, and belonging to a group are
major concerns.
Caring about what others will think,
say or do, are strong influences on social
behavior among Filipinos.
 TWO MODELS OF FILIPINO
VALUE SYSTEM
Exogenous Indigenous
(Foreign) Model (Traditional) Model
 described to be a  described as a
"legal and formal" "traditional and non-
model formal" model
 inherited by Filipinos deeply embedded in
from the western culture the subconscious of
particularly from the the Filipinos
Americans