Published on December 7, 2016
1. Competency-based HR Management
2. Developing CompetencyDeveloping Competency ModelModel
3. Definition of CompetencyDefinition of Competency CompetencyCompetency • A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated. • Competency is a determining factor for successful performance • The focus of competency is behavior which is an application of skills, job attitude and knowledge.
4. Skill Job Attitude Knowledge Observable Behavior Job Performance Competency Definition of CompetencyDefinition of Competency
5. Competency and Job DescriptionCompetency and Job Description • Job description looks at whatwhat, whereas competency model focuses on howhow. • Traditional job description analysis looks at elements of theelements of the jobsjobs and defines the job into sequences of tasks necessarysequences of tasks necessary to perform the jobto perform the job • Competency studies the people who do the job wellthe people who do the job well, and defines the job in terms of the characteristics andthe characteristics and behaviors of these peoplebehaviors of these people..
6. Types of CompetencyTypes of Competency Managerial competency (soft competency) This type of competency relates to the ability to manage job and develop an interaction with other persons. For example : problem solving, leadership, communication, etc. Functional competency (hard competency) This type of competency relates to the functional capacity of work. It mainly deals with the technical aspect of the job. For example : market research, financial analysis, electrical engineering, etc.
7. Competency Identification ProcessCompetency Identification Process Clarify Organizational Strategy and Context Competency Identification • Analyze Work Role and Process • Gather Data through Behavior Event Interview and Focus Group • Conduct Benchmark Study Generate Competency Models Validate, Refine and Implement
8. Examples of CompetencyExamples of Competency DEFINITION • Adaptability—Maintaining effectiveness when priorities change and new tasks are encountered, and when dealing with individuals who have different views and approaches. Effectively performing in different environments, cultures, and locations, and when working with different technologies and levels of individuals. KEY BEHAVIOR • Seeking understanding—Makes efforts to better understand changes in the environment; actively seeks • information or attempts to understand nature of individual differences, logic, or basis for change in tasks and situations. • Embracing change—Approaches change or newness with a positive orientation; views change or newness as a learning or growth opportunity. • Making accommodations—Makes accommodations in approach, attitudes, or behaviors in response to changing environmental requirements.
9. Examples of CompetencyExamples of Competency DEFINITION Analysis/Problem Assessment—Securing relevant information and identifying key issues and relationships from a base of information; relating and comparing data from different sources; identifying cause-effect relationships. KEY BEHAVIOR • Identifying issues and problems—Recognizing major issues; identifying key facts, trends, and issues; separating relevant from irrelevant data. • Seeking information—Identifying/Recognizing information gaps or the need for additional information; obtaining information by clearly describing what needs to be known and the means to obtain it; questioning clearly and specifically to verify facts and obtain the necessary information. • Seeing relationships—Organizing information and data to identify/explain trends, problems, and their causes; comparing, contrasting, and combining information; seeing associations between seemingly independent problems or events to recognize trends, problems, and possible cause-effect relationships. • Performing data analysis—Organizing and manipulating quantitative data to identify/explain trends, problems, and their causes.
10. Benefits of Using Competency ModelBenefits of Using Competency Model ForFor Managers,Managers, the benefits are:the benefits are: • Identify performance criteria to improve the accuracy and ease of the hiring and selection process. • Clarify standards of excellence for easier communication of performance expectations to direct reports. • Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues.
11. Benefits of Using Competency ModelBenefits of Using Competency Model ForFor EmployeesEmployees, the benefits are:, the benefits are: • Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. • Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. • Provide development tools and methods for enhancing their skills.
12. 1. Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities. 2. Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes. 3. Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users. Key Characteristics of SuccessfulKey Characteristics of Successful ImplementationImplementation
13. 4. Self-Directed Application: Competency systems frequently fail because they are too complex or require an unsustainable level of sponsorship or program support. Implementations that work best focus on the development of “tools” that can produce results for users with relatively little ongoing support. 5. Acculturation: In competency systems that work, they become part of the culture and the mindset of leaders through repeated application and refinement over a significant period of time. Key Characteristics of SuccessfulKey Characteristics of Successful ImplementationImplementation