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Prentice Hall, Inc. 2006
Competence(or competency)is the ability of an individual to perform ajobproperly.
A competency is a set of defined behaviors thatprovide a structured guide enabling the
identification, evaluation and development of thebehaviors in individual employees.
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Employment7/27/2019 Competencies 1
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Prentice Hall, Inc. 2006
Competency
Behavior
Knowledge
Skills
Attitude
Values & Motives
Competency
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Prentice Hall, Inc. 2006
Competencies are:
the characteristics of an employee that lead to
the demonstration of skills & abilities, which
result in effective
performance within an occupational area.
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A cluster of related knowledge, skills and abilities
that affects a
major part of ones job, that correlates with theperformance on the
job, that can be measured against well
accepted standards and that can be improved via training and development.
Prentice Hall, Inc. 2006
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An underlying characteristic of a personresult in effective and / or
superior performance on the job.
In other words, competencies arecharacteristics that outstanding
performers do more often in more situationswith better results, than
average performersPrentice Hall, Inc. 2006
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Competency Mapping is a process of identifying key competenciesfor a company or institution and the jobs and functions within it.Competency mapping is important and is an essential exercise.
Every well managed firm should: have well defined roles and list ofcompetencies required to perform each role effectively. Such listshould be used for recruitment, performance management,promotions, placement and training needs identification.
The competency framework serves as the bedrock for all HRapplications. As a result of competency mapping, all the HRprocesses like talent induction, management development,appraisals and training yield much better results.
Prentice Hall, Inc. 2006
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People will have to know their respective
* Roles
* Key competencies
Address employee needs
* What am I on skills?* What are the gaps? How to improve on skills?
* What is expected of my role?
* What are possible future roles?
People have to know about competencies which help themdeliver better to customers
Address organizational / business needs
* High performance
* Expectation management on career and promotions
* Higher productivity with improved skills
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The competency mapping process does not fit the one-size-fits all formula. It hasto be specific to the user organization.
It is better to develop models that draw from but are not defined by existingresearch, using behavioral interview methods so that the organization creates amodel that reflects its own strategy, its own market, its own customers, and thecompetencies that bring success in that specific context (including nationalculture).
Start with small, discrete groups or teams, ideally in two directions-a horizontalslice across the business that takes in a multi-functional or multi-site group,more or less at the same organizational level, and a vertical slice taking in onewhole department or team from top to bottom.
From that, the organization can learn about the process of competencymodelling, and how potential alternative formats for the models may or may notfit the needs of the business.
Prentice Hall, Inc. 2006
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It is important to focus on one or two key areas of implementation
rather than the whole HRD agenda in one scoop. So if recruitment
and selection or performance management are the key strategic
needs of the business, and where the pain is being felt, then start
there. It is advisable to begin with a horizontal slice of themanagement or senior-most team as the benefits will percolate
down to the whole organization.
Prentice Hall, Inc. 2006
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Behavioral Events Interview
Expert Panels
Surveys
Expert Systems
Job Analysis
Role Analysis
Direct Observation
Data Collection tools
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Advantages:
Empirical Identification of competencies
Precision about how competencies are expressed
Freedom from gender, cultural, bias
Generation of data for assessment, training etc.
Disadvantages:
Time & Expense
Expertise requirements
Missed job tasks
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Advantages
Quick and efficient collection of a great deal of valuable data
Helps ensure better buy-in
Disadvantages
Possible identification of folklore or motherhood items.
Omission of critical competency factors whichpanelists are unaware of.
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Advantages
Quick and cheap collection of sufficient data for
statistical analyses
A large number of employees can provide input
Help build consensus
Disadvantages
Data are limited to items and concepts included in the survey
It cannot identify new competencies or nuances ofcompetency
Can also be inefficientPrentice Hall, Inc. 2006
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Advantages
Access to data
Efficiency
Productivity
Disadvantages
Garbage ingarbage out
May overlook specialized competition
Cost of system hardware and software
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Advantages
Produces complete job descriptions
Can validate or elaborate on data collected by other methods
Disadvantages
Provides characteristics of job rather than those
of the people who do the job well
Task lists too detailed to be practical and do not
separate truly important tasks from the routine
activities
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Advantages
A good way to check competencies suggested by
panel, survey, and BEI
Disadvantages
Expensive and inefficient
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First: A job analysis is carried out by asking employees to fill in aquestionnaire that asks them to describe what they are doing, and whatskills, attitudes and abilities they need to have to perform it well. Therewould be a bit that requests them to list down attributes needed to makeit up to the next level, thus making it behavioral as well as skill-based.
Second: Having discovered the similarities in the questionnaires, acompetency-based job description is crafted and presented to thepersonnel department for their agreement and additions if any.
Third: Having agreed on the job requirements and the skills andattitudes needed to progress within it and become more productive, onestarts mapping the capability of the employees to the benchmarks.There are several index points within the responsibility level. An almost(but not quite) arbitrary level of attainment is noted against each
benchmark indicating the areas where the assessee is in terms ofpersonal development and achievement.Prentice Hall, Inc. 2006
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These give an adept HR manager a fairly good picture of the
employee to see whether he (or she) needs to perform better or to
move up a notch on the scale. Once the employee `tops every
indicator at his level, he moves on to the next and begins there at
the bottom in short, he is promoted. This reasonably simple though initially (the first year only) tedious
method helps everybody to know what the real state of
preparedness of an organization to handle new business (or its old
one) because it has a clear picture of every incumbent in the
organization. It helps in determining the training and development needs and
importantly it helps to encourage the best and develop the rest. A
win-win situation for everyone.
Prentice Hall, Inc. 2006
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