Competencies 1

7/27/2019 Competencies 1

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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/Employment


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Competency

Behavior

Knowledge

Skills

Attitude

Values & Motives

Competency


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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.



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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.



7/18Prentice Hall, Inc. 2006

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.



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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.




Behavioral Events Interview

Expert Panels

Surveys

Expert Systems

Job Analysis

Role Analysis

Direct Observation

Data Collection tools



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.


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Competencies 1