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Prepared by: Jasera Arshad
At he heart of any successful activity lies a competence or skill What is Competency? Components of a job which are reflected in behavior that are observable in a workplace The criteria of competency are superior and effective performance It can be divided in two Categories: Threshold Competencies: Essential characteristics that everyone in a job needs to be minimally effective. Cannot differ superior from average performance. Differentiating Competencies: These distinguish superior from Average performers.
skills and characteristics needed to effectively perform a role in an organization and is used as an HR tool for selection.Competency Modeling Sun A competency model describes the combination of knowledge. appraisal and succession planning. training & development. .
Competency Model Development Methods Sun Job Competence Assessment Method Modified Job Competence Assessment Method Generic Model Overlay Method Customized Generic Model Method Flexible Job Competency Model Method .
which helps determine what job competencies differentiate superior from average performance Exemplary and average performers are interviewed about the dimensions of their job performance Once the job competencies are determined they in conjunction with other job elements are used to construct Job Competency Model .Job Competence Assessment Model Sun It relies on the use of a rigorous. empirical research procedure called Job Competence Assessment.
they are interviewed face to face .Modified Job Competence Assessment Method Sun It uses the same procedure as Job Competence Assessment Model. with the modification of having the superior and average performers write or record their behavior stories for use by the researcher Otherwise.
Generic Model Overlay Method It involves obtaining a prepared competency model and then overlaying or superimposing it on a job within the organization .
Customized Generic Model Method It relies on the researcher s tentative identification of a universe of candidate generic competencies that fully characterize the attributes of exemplary and average performers in the organization The list is then researched within the job and the large organization context Specific competencies that characterize successful employees are verified or denied by the research These job competencies and other desired attributes are then used to develop the competency model .
Flexible Competency Model Method It relies on having a wide variety of comprehensive information resources (internal and external) are included in the research base It identifies and uses future assumptions about the organization and the job .
including recruitment. performance appraisal.Job Competency Assessment Method It is a breakdown of general job functions into specific activities essential to successful performance. and succession planning. Job competency assessment provides valuable information for a variety of human resource functions. selection. placement. Each activity is analyzed to determine the human behaviors or personal characteristics that determine successful completion of that activity. . training and development.
Requisites of Job Competency Assessment Method A trained survey researcher and support team who can conduct the survey research task Top and Middle Management Support .
Competency Model Developmental Steps Step 1: Research the job components and the requirements for exemplary job performance Step 2: Research the attributes of exemplary job performers and construct the job competency model Step 3: Validate the job competency model .
Step 1 To determine and document job components. a focus group is formed Focus group should include: Job experts Persons who have held the job and are managing those who hold the job now Persons with outstanding experience or expert knowledge of the job The research process requires direct involvement by key players of the organization( Senior Executives. Departmental Heads etc depending on the level of the job) . Managers.
Customer Satisfaction Indices. Profits.. it develops a comprehensive draft-list of personal characteristics (e. Productivity Indices. KSA s) that the Exemplary Performers hold.g. Behavior evidence of each characteristic are also developed (called Behavior Indicators ) . quality measures etc) It also describes the major job tasks and activities that contribute to the achievement of each of the job outputs Next.Cont d The focus group defines the job performance requirements as set of job outputs.g. these are measures of effective performance (E..
Cont d The focus group must be guided to document the personal characteristics that are common to and used by both the average and exemplary performers The list of characteristics is sent to relevant job holders who are requested to rate each characteristic according to its importance and an inventory is maintained. Final task is to identify the exemplary and average performers privately using: Data on performance Peer nominations Members of Focus group can be asked to identify . This inventory represents the best estimate Exemplary performer s characteristics.
For more elusive aspects. Critical Behavioral Interviews (CBIs) are conducted (Detail of CBI s can be provided if required) Transcripts of the tape-recorded interviews are produced.Step 2 Job observations is one approach to ascertain immediate job context employees day-day work environment The observation data can only provide the limited data .which is directly observable. Trained specialists analyze them using elementary statistical techniques to identify critical competencies .
Cont d Two important sets of competencies are identified: .Competencies held only by the exemplary performers .Competencies held both by Exemplary and Average Performers These competences held by both exemplary and average performers are the minimum job competencies The competencies held only by exemplary performs distinguish exemplary from average performance These are the major sets of competencies that are used to build the competency model .
Cont d Your model should also include two or more behavioral indicators of each competency Job s technical competencies that are held by both average and exemplary performers will also be included in the final competency model .
g. (E. Recruitment and Selection has high validity rating) There are at least 3 approaches to validate: Replication of original Research Application of alternative research procedures Using a panel of jurors external consultants who are job experts .Step 3 The next step is to validate and then construct the final competency model The validation technique depends upon the time and resources available The degree of validation needed for the competency model depends upon the use that will be made of the model.
(A detailed description of each of the validation techniques can be provided if required) The validated Competency Model and a professionally prepared report of the project should be presented to the relevant authorities .Cont d.
State Bank Assessment Test for Selection Part I : Core Competency Based Test Questions based on Core Competencies of SBP Communication Achievement Orientation Team Work Sample Questions Part II : Functional Competency Based Test Part III : Technical Test .
Decision Making 3.Organizational Awareness 4.Drive and Determination 3.Analytical Thinking 2.Innovation 6.Relationship Building/Leverage Network 6.Financial Acumen 3.Adaptability 2.Advocacy and Negotiation 2.Resource Management PERSONAL EFFECTIVENESS CLUSTER 1.Concern for detail 4.Planning & Organizing 5.Information Seeking & Research Importance Rating Scale Sample Questions .Interpersonal Skills LEADERSHIP CLUSTER 1.Strategic Orientation PROBLEM SOLVING AND ANALYTICAL THINKING CLUSTER 1.Developing Others 4.Applying knowledge 3.Championing and Embracing Change 2.Confidence and Assessment 5.Self Management INTERPERSONAL SKILLS CLUSTER 1.SBATS Part II : Functional Competency Based Test ACHIEVING RESULTS CLUSTER 1.Customer Service Orientation 2.Conflict Management 3.Impact & Influence 5.
by Seema Sanghi www.pk/books?id=t BOmOQ31NGkC&pg .com.ca www.thelearningcanvas.References The Handbook of Competency Mapping .banffcentre.com http://books.google.
Book Recommendation High-Impact Interview Questions: 701 BehaviorBased Questions to Find the Right Person for Every Job By : Victoria A. Hoevemeyer. Paul Falcone .
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