Competency at Work Student (1)

8/13/2019 Competency at Work Student (1)

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COMPETENCY?

• Competencies can be motives, traits, self-concept, attitudes or values, content

knowledge, or cognitive or behavioral skills

-any individual underlying characteristicthat can be measured reliably and that can

be shown to differentiate significantly

between superior and average performers



Competency Approach

Basis of Behavior Indicators• The competency definitions are based upon

outstanding current performance in the

organization.

• These competencies do not reflect some

management theory or an academic idea of

what it takes to do the job well

• Based on what works within the organizationand most directly contributes to top

performance.



Competency Approach

• Help companies „raise the Bar‟ ofperformance expectations

• Help teams and individuals align their

behaviours with key organisationalstrategy

• Each employee understand how to

achieve expectations



Competency - Broad Categories

• Generic Competencies

– for all regardless of function or level.

• Managerial Competencies

– for managerial or supervisory responsibility

• Functional

– For specific functions

• Threshold Competencies

– do not distinguish average from superior

• Differentiating Competencies

– distinguish superior from average performers.



Competency Dictionary

List of all possible competencies– Normally observed and Rarely observed

Took into account all the research done so far

• Identified 21 competencies: 80%-98% of behavioural

indicators• Balance were called Unique competencies

• Use of Competency Scale Dimensions

• Competency clusters are based on “underlying intent”



Achievement and Action Cluster

The essence of the cluster is the bias towards action…

more towards task accomplishment rather than impacton people

Achievement Orientation

• Is a concern for working well or for competing against a standard

Concern for Order/Clarity/Accuracy

• Underlying need to reduce uncertainty in the surroundingenvironment

Initiative

• Preference for taking action…doing more than is expected in the job Information Seeking

• Desire to know more about things, people or issues, not acceptingsituations at “ face value”



Helping and Human Service Cluster

This cluster involves intending to meet someone else’sneed, concerns or interests…implying greater need forindividual’s power and affiliation than other clusters

Interpersonal Understanding• Wanting to understand other people…hear accurately

and understand thoughts feeling and concerns of others

Customer Service Orientation

• Desire to help or serve others…focusing effort ondiscovering and meeting the customer/clients needs



Impact and Influence Cluster

This cluster reflect individual’s underlying concern with his/

her effect on others, known as the need for Power. This Powermotivation is generally influenced by intent to do good for theorganisation or others.

Impact and Influence

• Intention to persuade, convince, influence or impress others inorder to get them to support a certain agenda

Organizational Awareness

• Ability to understand the power relationships in his/herorganisation and other organisations and at higher levels the

position of organisation in the larger worldRelationship Building

• Working to build or maintain relationships or network with people who are/might someday be, useful in achieving work related goals





Cognitive Cluster

This cluster is an intellectual version of Initiative to

come to an understanding of a task, situation, problem,opportunity or body of knowledge

Analytical Thinking

• Understanding of a situation by breaking it into smaller pieces or

step by step causal way.Conceptual Thinking

• Understanding a situation by putting together the pieces and seeingthe larger picture

Technical/Professional/Managerial Expertise

• Mastery of Job related knowledge and motivation to expand, useand distribute work related knowledge to others.



Personal Effectiveness Cluster

This cluster has common characteristics that reflect

some aspect of a individual’s maturity in relation toothers and to work.

Self Control

• Ability to keep emotions under control and to restrain negative

action when tempted, faced with opposition, hostility or stress.Self Confidence

• Individual’s confidence in oneself to accomplish task

Flexibility

• Ability to adapt, work effectively with variety of situations,individuals or groups. Understand differing and opposing POVs

Organisational Commitment

• Ability and willingness to align behaviour with needs and goals ofOrganisation…Organisation before self!!



Competency Hierarchy

CompetencyBehaviours

Competency Titles

Competency

Clusters (3-4)

Competency

Framework

Competency

Definitions

Performance

Levels

3-4 competencies



Classic Competency Study Design

Validate Competency

Model

Collect Data

Ident i fy

Criterion Sample

Define

Performance EffectivenessCriteria

Identify

• Job Tasks

• Job Competencies

Applications

BEI, Panel, Expert Systems,Observations, Surveys

Hard Data, Sales, Profits,

Productivity, Customer

Ratings, Subordinate

Ratings,

• Superior Performers

• Average Performers

• Job Elements

• Characteristics of people who do

the job well. Competency Model

BEI, AC, Tests with Second

Criterion Sample

Get another sample set: mix of

superior & Average Performers



• Competencies can have levels or can be without levels

• Functional Competencies could have levels like

– Basic Awareness - needs to have basic awareness

– Supervisor-driven Application

–Independent Application

– Expertise & Supervision

• Behavioural Competencies could have levels like

– Always demonstrates (9-10 times out of 10)

–Most of the times demonstrates (6-8 times out of 10)

– Sometimes demonstrates ( 3-5 times out of 10)

– Rarely demonstrates (0-2 times out of 10)

Performance Levels



Competency Framework

• A competency framework/model is a valid, observable, and

measurable list of the knowledge, skills, and attributes

demonstrated through behavior that results in outstanding

performance in a particular work contexts.

• Competency framework to be meaningful can between 6 to 12competencies.

• Competency framework/model is a complete collection of

clusters (3-4), competencies(3-5 per cluster) and behaviour

indicators (3-4 per competency: with or without levels)

• Most competency frameworks have clusters of relating to

– Thinking, Acting and Interacting



What is Competency Mapping?

• Competency Mapping is listing down of competenciesrequired for a role, mapping these with available people(competencies) and placing appropriate people toperform that role

• Competency Mapping ensures

– Common understanding in the organisation on whatcompetencies are required for a particular role

– The level at which the competencies need to bedemonstrated to be successful at the role



How is this done?

Mapping Exercise for Roles• Expert Panels

• Behavioral Events Interview

• Surveys

• Job Analysis• Direct Observation

Mapping for individual

• BEI

• Assessment Centre

• Expert Panel



Mapping Techniques

Assessment Centres

• An assessment center consists of a

– Standardized evaluation of behavior based onmultiple inputs

– Multiple trained observers and techniques are used– Judgments about behaviors are made, in major part,

from specifically developed assessment simulations

– These judgments are pooled in a meeting among the

assessors or by a statistical integration process• Started in WWI and then slowly expanded only in the

1960 to organisations. Wide use started in the 1970s

Guidelines by the Assessment Centre Conference 1989



Assessment Centres: Assessor Tasks

• Observe participant behavior in simulationexercises

• Record observed behavior on prepared forms

• Classify observed behaviors into appropriate

dimensions• Rate dimensions based upon behavioral

evidence

• Share ratings and behavioral evidence in the

consensus meeting







Documents

Competency at Work Student (1)