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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 deliver superior

performance in a given job, role or a situation.

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COMPETENCY?
Competencies are seen mainly as inputs. They consist of clusters 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 managerial performance.

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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 a given job, role or a situation individuals ability to perform. 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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KNOWLEDGE
Relates to information Cognitive Domain

Set of SKILLS
Relates to the ability to do,
Physical domain

Attribute
Relates to qualitative aspects personal Characteristics or traits

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 characteristics generally 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; the process 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 and solutions 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 is or 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 help arrive 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 that results 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 considered essential 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 in the 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 PERFORMANCE TO THE MISSION AND GOALS OF THE ORGANISATION

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Why Competencies ?

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Traditional Job Analysis Vs Competency Approach


Job Analysis leads to long lists of tasks and the skills / knowledge required 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 what works 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 to interpretation, but it is quite another to ask, "Was it typical of this manager to carry out tasks without your having to request 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 achieve expectations

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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 of identifying 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 the individual 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 the approach 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 asking the 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

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