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7/28/2019 Compentency Mapping
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A COMPETENCY
APPROACH TO HUMAN
RESOURCE MANAGEMENT
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What do we mean when we
say COMPETENCY ?
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COMPETENCY?
A Competency is an underlying
characteristic of a person which
enables him /her to deliversuperior
performance in a given job, role or
a situation.
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COMPETENCY?
Competencies are seen mainly as
inputs. They consist ofclusters of
knowledge, attitudes and skills that
affect an individuals ability to
perform.
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COMPETENCY?
Hayes (1979) - Competencies are
generic knowledge motive, trait,
social role or a skill of a person
linked to superior performance on
the job.
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COMPETENCY?
Albanese (1989) - Competencies are
personal characteristics that
contribute to effective managerialperformance.
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COMPETENCY?
UNIDO (2002)- A Competency is a set
of skills, related knowledge and
attributes that allow an individual to
successfully perform a task or an
activity within a specific function or
job
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What is Common in the
definitions?
Competencies
underlying characteristic of a
person
inputs. clusters of knowledge,
attitudes and skills
generic knowledge motive,
trait, social role or a skill
personal characteristics
set of skills, related
knowledge and attributes
Job
superior performance in agiven job, role or a situation
individuals ability toperform.
linked to superior
performance on the job.
contribute to effective
managerial performance successfully perform a task
or an activity within a specific
function or job
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Set of SKILLSRelates to the
ability to do,
Physical
domain
Attribute
Relates to
qualitativeaspects
personal
Characteristics
or traits
KNOWLEDGE
Relates to
information
Cognitive Domain
COMPETENCY
Outstanding
Performance of tasks
or activities
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Behaviour Indicators
A Competency is described in terms of
key behaviours that enables recognition
of that competency at the work place.
These behaviors are demonstrated by
excellent performers on-the-job much
more consistently than average or poor
performers. These characteristicsgenerally follow the 80-20 rule in that
they include the key behaviors that
primarily drive excellent performance.
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Example of a Competency
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Analytical Thinking
The ability to break problems into
component parts and consider or
organize parts in a systematic way; theprocess of looking for underlying causes
or thinking through the consequence of
different courses of action.
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Key Behaviour Indicators
Independently researches for information andsolutions to issues
Ability to know what needs to be done or find out
(research) and take steps to get it done
Ask questions when not sure of what the problem isor to gain more information
Able to identify the underlying or main problem
Shows willingness to experiment with new things
Develops a list of decision making guidelines to helparrive at logical solutions
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What is a Competency
Model?
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Competency Model
A competency model is a valid,observable, and measurable list of the
knowledge, skills, and attributes
demonstrated through behavior thatresults in outstanding performance in a
particular work context.
Typically A competency model includes Competency titles
Definitions of those titles
Key Behaviour indicators
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Competency - Broad Categories
Generic Competencies
Competencies which are considered
essential for all employees regardless of
their function or level. - Communication,
initiative, listening etc.
Managerial Competencies
Competencies which are consideredessential for employees with managerial or
supervisory responsibility in any functional
area including directors and senior posts.
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Competency - Broad Categories
Technical / Functional
Specific competencies which are
considered essential to perform any job inthe organisation within a defined technical
or functional area of work. E.g.: Finance,
environmental management,etc
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COMPETENCY MODELING BEGINS
THE PROCESS OF BUILDING TOOLS
TO LINK EMPLOYEE PERFORMANCETO THE MISSION AND GOALS OF
THE ORGANISATION
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Why Competencies ?
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Traditional Job Analysis Vs
Competency ApproachJob Analysis leads to
long lists of tasks and
the skills / knowledgerequired to perform
each of those tasks
Data generation
fromsubject matter
experts; job incumbents
Effective Performance
Competency model leads to
a Distilled set of underlying
personal characteristics Data generation from
outstanding performers in
addition to subject matter
experts and other job
incumbents
Outstanding Performance23
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Distinguish Superior From Merely
Satisfactory Performance
The approach allows executives and
managers to make a distinction
between a person's ability to do specific
tasks at the minimum acceptable level
and the ability to do the whole job in an
outstanding fashion
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Behaviour Indicators Based upon
what outstanding individuals
actually do
The competency definitions are based
upon outstanding current performance in
the organization. These competencies do
not reflect someone's management theory
or an academic idea of what it takes to do
the job well, but rather are based on whatworks within the organization and most
directly contributes to top performance.
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The Competencies are Behaviour
Specific It is one thing, for example, to ask
whether an employee "takes initiative,"
a very general concept, open tointerpretation, but it is quite another to
ask, "Was it typical of this manager to
carry out tasks without your having torequest that they be done?," a question
which has only two answers, "Yes" and
"No".
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Holistic Application
Competencies
help companies raise the Bar of
performance expectations help teams and individuals align their
behaviours with key organisational strategy
each employee understand how to achieveexpectations
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Alignment of HR systems
Competency
Model
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Competency based recruitment
Competency based interviews reduce
the risk of making a costly hiring
mistake and increase the likelihood ofidentifying and selecting the right
person for the right job
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Competency based Performance
Appraisal Competencies enable
establishment of clear high performance
standards Collection and proper analysis of factual
data against the set standards.
Conduct of objective feedback meetings direction with regard to specific areas of
improvement
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Competency based Training
Competency based appraisal process
leading to effective identification of
training needs
Opportunity to identify/ develop specific
training programmes - Focused training
investment
Focused Training enabling
improvement in specific technical and
managerial competencies
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Competency based
Development Competencies
contribute to the understanding of what
development really mean, giving theindividual the tools to take responsibility for
their own development
give the line managers a tool to empower
them to develop people
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Competency based Pay
Provide an incentive for employees to
grow and enhance their capabilities
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Methodology?
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Steps in Model Building
Background information about the organisation Decide on the Occupation / Job Position(s) that
require competency Model(s)
Discuss the application of the competency model
Select a data collection method and plan theapproach
Organize Data collected
Identify main themes or patterns
Build the model - Defining specific behaviour
Indicators
Review the model
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Data Collection Methods
Resource / Expert Panels
Structured process to get the participants (Job
holders, managers HR / training staff) to think
systematically about the job, skills and personal
characteristics needed for success.
Critical Event Interviews
Structured interviews with superior performers
which involves in-depth probing of a large number
of events and experiences.
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Data Collection Methods
Generic competency Dictionaries
Conceptual frameworks of commonly
encountered competencies and behaviour
indicators
Serve as a starting point to the model
building team
Can be used in resource panel by askingthe participants to select a set of generic
competencies related to the job and rate
the importance
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Competency model building
A detailed approach
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A Detailed Approach
Info about the company
Decision on the job position(s)
Discussion on the CM application
Basic data collection on the job
responsibilities(using customized menu)
Focus group
Review job description
understand performance criteria
Discuss specific behaviours
List top ten competencies
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A Detailed Approach
Critical incident technique - interviewing top
performers
incidents that lead to effective performance
incidents that lead to in effective performance
Discuss specific behaviours
List behaviours
List competencies
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A Detailed Approach
Content Analysis
Group behaviours
Match behaviours to competencies using
competency dictionary as a guideline Evolve new set of competencies if any
Match behaviour indicators identified through CIT
to the top 10 competencies identified by the focus
group Review the model and make corrections