Competency

Any underlying characteristic required for performing a given task, activity, or

role successfully can be considered as competency

It distinguish excellent and outstanding performance from the average.

Competency may take the following forms:

 Knowledge {
 Skills
 Attitude
 Other characteristic of an individual includes:
o Motives {
o Values
o Traits
o Self Concept etc. KSAOs
 ELEMENTS OF COMPETENCIES

A competency is defined as a behavior (i.e. communication, Result Orientation,

Planning, leadership) rather than a skill or ability.
 Causal Relationships

Intent Outcome
Personal Predict Predicts Job
Characteristics Behavior Performance
Motive
Trait Action Skill
Self-concept
Knowledge
Developing Organization and
Role Competency Framework
Match
Purpose
Assessing Role Holders or
Candidates’ Competencies In
reference to Role Competency
Framework
Promotion /Selection
Candidate Matching Competency of
target Role comparatively better than
others
Training & Development
Gap in Role competencies Vs. Role
holder’s Competencies
 Organization Mission,
Vision, Values & Strategy

Core Competency framework

( Competency foundation)

Leadership competency

Job family competency

Role specific competency

Behavioral Indicators & Measures

Competency model
Examples
Achievement and action
1. Achievement Orientation
2. Initiative
3. Information seeking
4. Accountability
Helping & Human Services
1. Interpersonal Understanding
2. Customer Service Orientation
The Impact and Influence
1. Impact and Influence
2. Organization Awareness
3. Relationship Building
Managerial
1. Developing Others
2. Directiveness: Assertive and Use of Power
3. Teamwork and Cooperation
4. Team Leadership
5. Planning and Prioritization
Cognitive
1. Analytical Thinking
2. Conceptual Thinking
3. Technical / Professional/ Managerial
expertise
Personal Effectiveness
1. Self Control
2. Self Confidence
3. Organizational Commitment
Assessment / Development Center Characteristics

 Standard of evaluation of behavior using multiple input

 Multiple trained observers and Techniques
 Judgment on behavior on specially developed simulation
 Judgments pooled by assessors with statistical integration
process
 Type of Tests

Presentations In basket exercise Role Play

Fact finding exercise Group Discussion Psychometric test

Brain Mapping Case Analysis BEI (Behavioral Event Interview)

Exercise Mix to Predict Competencies
In-Basket Role Play Presentation Case Analysis BEI

Communication

Planning &
Prioritizing
Organizing

Achievement
Orientation
Customer Focus

Assertiveness

Problem Solving

Analytical Skill
Role play exercises make use of professional actor(s) to simulate scenarios
such as:
1. An angry customer
2. A dissatisfied shareholder
3. A disgruntled colleague
4. A failing supplier
 The candidate usually meet with just one role-player. Candidate will be given
a brief before he/she meets the role player, with instructions to try to achieve a
particular outcome.
 The professional role player’s brief will be to push the candidate into
challenging situations but not to outright provoke him/her. He/She will
deliberately be awkward but will also respond well to tactful, sympathetic
negotiation – the theory goes, just like in real life. The professional role player
will have to be equally recalcitrant to every candidate to make it fair. Possibly,
role play exercises are more difficult for the actor than for the candidate!
Some examples of what the candidate might have to do are:
 Placate a customer who is angry about a failed product, but you have been
instructed not to issue a refund because they didn’t follow the operating
instructions.
 Encourage a colleague to pull their weight in a shared project.
 Negotiate a pricing position.
 Placate an angry supplier who can’t understand why his company has been
dropped for another
In-basket exercises are often part of Assessment /Development center that are
comprehensive multi-day assessments involving a variety of simulation
exercises and tests, typically used to identify management talent

This test was invented by Norman O Frederiksen and colleagues at Education

Testing Service in the 1950s
In-Basket exercises are basically a pile of fictional documents, from which you
must answer questions and decide on courses of action. The documents, or
'items' (Memo, Note, e-mail, Report, Phone call etc.) are deliberately unordered
with important issues and irrelevant chatter nestled alongside each other.
Typical competencies assessed in the in-Basket exercise are:
1. Problem Solving
2. Prioritizing Tasks
3. Planning
4. Analytical Thinking
5. Assimilation of Information
6. Customer Focus
7. Organizing
0. Conflict Management
A classic example is to be told the candidate that he/she just returned from
holiday or it’s his/her 1st day in a new job . He/ she given a full in-box and have
to meet certain imminent deadlines. Candidates are typically faced with an in-
Basket containing 12-20 items and a time limit of 90 minutes. The in-tray
exercise is almost always done on your own.
Planning
•Accurately estimate time and effort required to complete a task.
•Identify and organize systems and required resources.
•Organize personal time to carry out responsibilities.
•Maintain adequate preparation time for scheduled meetings/deadlines.
•Develop schedules and timetables with clear, specific milestones and deadlines.
•Establish how to measure results and milestones for self.

Prioritizing
•Identify critical tasks.
•Arrange tasks in a logical order.
•Establish priorities systematically, differentiating between urgent, important, and unimportant
tasks.
•Use a "to do" list, task plan, or similar planning devices to note action plans, deadlines, etc.
•Monitor & adjust priorities and/or eliminate tasks on an on-going basis
Competency Title : Organising
Description: Can marshal resources (people, funding, material, support) to get things done; can orchestrate
multiple activities at once to accomplish a goal; uses resources effectively and efficiently; arranges information
and files in a useful manner.
Proficiency Level
Level Description
Level 1 (Basic)  Directs and channels people and material to accomplish goals
 Works best when managing one task at a time
 Keeps orderly files and records such that information can be retrieved when requested
Level 2 (Intermediary)  Marshals people and material to get things done well
 Orchestrates multiple activities to accomplish a goal
 Arranges information and files in a useful and consistent manner
Level 3(Advanced)  Enlists resources (people, material, funding, support) to get things done efficiently
 Handles multiple projects simultaneously and efficiently, delegating tasks to efficiently
and continually move projects forward
 Keeps accurate and current records in a logical organizing system that is accessible to all
concerned people need to use the information
Level 4 (Expert)  Recruits groups and resources to achieve lofty goals with extreme adeptness
 Tackles multiple complex projects and directs their operation concurrently and smoothly;
communicates expectations to organization and builds in accountability measures
 Maintains accurate and complete records, and develops division/SBU/Location/subject
wise organizing systems and processes
 Priority Setting /Time Management
Low High
High High
Medium High
URGENT

Low Medium
Low Low
Low High
IMPORTANT FOR …….