COMPETENCIES

Introduction – History

 Dates back to the late 1960’s and early 1970’s.

 Social psychologists originally interested in

personality traits but found low correlation with
actual job performance.

 Academic aptitude and knowledge content did

not predict job performance or success.

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Introduction – History….

 Competency variables were predicting job

performance and were not bias to specific
groups.

 1980’s -- performance management and 360

degree feedback.

 Late 1980’s and 1990’s - alignment, assessment,

change management, and rewards.

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Concept Of Competency
 The word Competency derived from Latin word
"Competere" which means 'to be suitable'. The
Competency concept was originally developed in
Psychology denoting individuals' ability to
respond to demand placed on them by their
environment.
 Competencies encompass personal traits, skills,
attitudes, behaviors and knowledge that are
expressed in observable behavior and action.
They are the characteristics of an individual,
which underlie performance or behavior at work.

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Concept Of Competency….
1. Behaviors.
 Things people say and do.

2. Knowledge
 Information a person has in specific content
areas.

3. Skills & Abilities

 The ability to perform a certain physical or mental
task.

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Concept Of Competency….
4. Self-Concept.
 A person’s attitudes, values, or self-image.
 One’s view of one’s identity, personality, and
worth.

5. Traits.
 Consistent responses to similar situations or
information.

6. Motives.
 Things a person consistently thinks about or
wants that cause action.
 They drive, direct, and select behavior toward or
away from certain actions or goals.

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Concept of Competency….

Underlying
Behaviors, knowledge, skills, abilities
characteristics
of people Attitudes, values, self-image
associated
Traits
with success
on the job. Motives

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Competencies : What are they?

The Father of Competency

Schoonover defines :

“A competency as a behavior or set of behaviors

that describes excellent performance in a
particular work context (e.g., job, role or group of
jobs, function, or whole organization).”

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About Competencies….
 The Knowledge, Skills and Attitudes required for
successfully meeting job accountabilities.
 Competencies are generally defined as the
grouping of behaviors that encompass the
knowledge, skills and attitudes, motives and
temperament that distinguish excellent
performer.
 Competencies focus on how an employee can
create value.
 Competencies include "applied" knowledge.
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About Competencies….
 The human capital of an organization is its
employee's competencies and their ability to
perform. Only competent and performing
employee's can contribute towards organizational
goals effectively.

 Competencies are fundamental building blocks

that impact an organization's business results.

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Set up new product Competency: Uses an understanding of market
introduction project pricing dynamics to develop pricing models

SKILLS KNOWLEDGE

Understands
market pricing
COMPETENCIES dynamics

Competency: Meets all

commitments in timely
manner
Competency:
Positions a new MOTIVES /
product so that it is ATTITUDES Achievement -
clearly differentiated TEMPERAMENT Wants to do an
in the market excellent job
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About Competencies….
Why Competencies?
Create a common language
for people and practices
and integrate the process
Speed up adoption Link people
of new values practices to
and technology business strategies

Why identify
competencies
Bring self-management
Enable flexible
into
work design
daily practice
Facilitate the changing
Human Resource
development role

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Competency Framework
Domain Of Skills

Technical

Critical Interpersonal
Thinking

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Competency Framework
Technical

Cognitive skills

Knowledge

Psychomotor skills

Technical understanding
(ability to follow directions,
carry out procedures, etc.)
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Competency Framework….
Critical Thinking
Problem solving  Fiscal responsibilities
Time management  Clinical reasoning
Priority setting  Reflective practice
Planning  Learning
Creativity  Change management
Ethics
Resource allocating

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Competency Framework….

Interpersonal
Communication Directing
Customer service Articulating
Conflict management Understanding diversity
Delegating Team skills
Facilitating
Collaborating

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Competency Framework….
Competency Matrix consists of 4 different levels:

Level 1 – Fundamental
Level 2 – Practitioner
Level 3 – Expert
Level 4 – Shaper

Level of competency keeps

on increasing as one moves
up the ladder.

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Competency Framework….

The HR Competency Framework is comprised of :

Core Competencies

Level - Specific Competencies

Role - Specific Competencies

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Competency Framework….
Core Competencies include:

Personal Attributes

Leadership Competencies

Management Competencies

Functional Skills

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Competency Framework….
Level - Specific Competencies include:

First - Level Manager Competencies

Mid - Level Manager Competencies

Executive Competencies

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Competency Framework….

Role - Specific Competencies include:

HR Specialist Competencies

HR Generalist Competencies

HR Strategist Competencies

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Competency Framework….
Core/Organizational Competencies
Required for excellent performance across all levels and functions

Level-Specific/Leadership & Process Competencies

Success factors that differentiate performance across levels or functions
(e.g. First-Level, Middle, Executive)

Role-Specific/Function-Specific Competencies
Success factors that distinguish functional groups

Information Systems

Human Resources
Customer Service

Marketing

Finance
Purchasing

Sales

Legal

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Competency Framework….
HR Competency
Model

Business
Mastery
• Business acumen
• Customer orientation
• External Relations

Personal
Credibility
• Trust
• Personal
HR relationships Change
Mastery • Lived values Mastery
• Staffing • Courage • Interpersonal
• Performance appraisal skills & influence
• Rewards system • Problem-solving skills
• Communication • Rewards system
• Organization design • Innovation and creativity
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Competency Framework….
Leader
Strategic Partner
-analytical creative
-understands
thinking & knows
culture knows
business systems
mission Change
Consultant, OD,
Marketing &
team
Technical expert Employee Champion
-Knowledge HR law -develops relationship
& policies,work -
-promotes diversity
life, IT
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Competency Framework….
Competency Based HRM

Learning &
Recruiting
Development
& Staffing

Competencies

Succession Performance
Planning Management
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Last but not the least

Actual performance is
the gold standard
for demonstration of
competency.

Competencies generally follow the 80-20 rule in

which they include the key behaviors that primarily
drive excellent performance. They are generally
presented with a definition and key behavioral
indicators.

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