COMPETENCY MODELS

BYMALATHI.N12 MD O42

COMPETENCY competency is described as "a cluster of knowledge,

skills, abilities, behaviors, and attitudes related to job success and failure " (Byham & Moyer, 2000; Cooper, 2000; Green, 1999; Lucia & Lepsinger, 1999; Parry, 1996 ).

This new behavioral approach creates what "good" competencies might look like. Characteristics of a set of useful competency list are,

1) Exhibiting job-relatedness,

2) Observable and measurable against well-accepted job standards or criteria,

3) Being improved via training and development, and

4) Providing insights on determining how capable or fitness a person is to a job and an organization.

Impact Of Three-level Competencies On Business Results

Individual Competencies

Organizational structure & culture

Organizational Vision& MissionJob/Role

CompetenciesOrganizational

Core Competencies

Growth Opportunities

Business

Results

HR processes based on competencies -Mc Lagan

STRATEGIES FOR BUILDING COMPETENCY MODELS

In an organization with many different jobs there are two approaches for building competency models – Universal and Multiple model approach.

• Universal approach -This is a one size fits all approach. It involves creating a single model with one set of competencies applicable to all jobs. These are less related to specific job or function and more related to values and skills.

• Multiple approach -This method creates multiple models depending on jobs and levels. This method is used when all the jobs do not have anything in common.

Recent Trends in Competency Modeling 1.Automation of competency modeling- In an effort to streamline and

make the process of competency modeling /job-analysis more efficient, Mason and Lin (2008) advocate the use of online data warehouses of competency models, web-based focus groups, and the use of online surveys to gather data from subject matter experts (SMEs) and incumbents.

2.Strategic job analysis - Attempting to identify the relevant tasks, behaviors, and KSAOs for a job as they are predicted to be in the future (Schneider & Konz, 1989).

• This approach represents a change from descriptive job analysis (with a focus on describing the job as it currently exists) to predictive job analysis (which focuses on how the job is expected to be in the future).

• The need for strategic job analysis is becoming more apparent because of the dynamic nature of modern-day organizations.

3.Personality-oriented job analysis- The use of personality as a predictor in selection is becoming more and more common in today‘s organizations.

• Countless meta-analyses have demonstrated that a number of broad personality traits are associated with high performance on the job.

4.Cognitive task analysis - The identification and analysis of cognitive processes that underlie task performance, has been offered as a supplement to traditional task analysis.

• With the advent of the Internet and the great increase in technology across the workplace, today‘s jobs contain more cognitive complexity than ever before.

Potential Uses Of The Model

The model can be used for multiple reasons.

1.Competency modeling is an important innovation in that it is a way to get organizations to pay attention to job-related information and employee skills in the management of employees.

2.They are often intended to distinguish top performers from average performers (e.g., Parry, 1996; Olesen, White, & Lemmer, 2007). They focus less on and may even omit descriptors of tasks or KSAOs that do not help understand employee performance (but cf., Lievens, Sanchez, & De Corte, 2004).

3.They often include descriptions of how the competencies change or progress with employee level (e.g., Martone, 2003; Rodriguez et al.,2002).

4.The KSAOs are usually linked to the business objectives and strategies (e.g., Green, 1999; Martone, 2003; Rodriguez et al., 2002).

5. They are developed top down rather than bottom up like job analysis.

6.Competency models may consider future job requirements either directly or indirectly (e.g., Parry, 1996; Rodriguez et al., 2002; Schippmann et al., 2000). They do not document the status quo but attempt to look into the future.

7.Competency models are usually presented in a manner that facilitates ease of use. Designing for ease of use often includes the utilization of organization-specific language.

Building Competency models –Spencer’s classic competency study design

Multipurpose Occupational Systems Analysis

Inventory - Close-Ended (MOSAIC)

Competencies

United States, Office Of Personnel Management ,OPM has been

conducting Government wide occupational studies using its

Multipurpose Occupational Systems Analysis Inventory - Close-

Ended (MOSAIC) methodology for more than two decades.

MOSAIC, a multipurpose, survey-based occupational analysis

approach, is used to collect information from incumbents and

supervisors on many occupations for a wide range of human

resource management functions

MOSAIC Continued…Identified the 885 competencies employees need to perform

successfully in nearly 200 Federal occupations, as well as for

leadership positions.

These competencies provide users with a basis for building

integrated human resource management systems that use a

common set of competencies to structure job design,

recruitment, selection, performance management, training, and

career development so that employees receive a consistent

message about the factors on which they are selected, trained,

and evaluated.

Developing Competency ModelCompetency modeling is a process of determining what

competencies are necessary for successfully performing a job or a role.

The competency models are normally linked to organization‘s strategic purposes for achieving results. Valid competency models help to strengthen HR systems, improve overall performance, and increase business impacts over time (Cook & Bemthal, 1996; Parry, 1996, 1998)

A variety of a profile and its applications varies according to a diversity of business results, target groups, job/ roles, and positions.

A Conceptual Cascade For Developing Competency Modeling

Comparing Approaches to Developing Competency ModelsS.No. Categories of Competency

Model Major Characteristics Advantages & Disadvantages

1. Core Competency Model(one-size-fits-all model)

-closely aligned to vision, values, and mission-applies to all levels/ jobs -provides broad, quick, and consistent impacts

-helps to catalyze changes-can be used with many groups-modest cost but long last impacts and functions-not specific to particular job-more difficult to implement-best for homogeneous work

2. Functional Competency Model

-built around key business areas-applies to all employees in target functions

-focused and specific efforts-considers on technical aspects-often used for a single job or positions

3. Job/Role Competency Model

-applies to specific roles in organizations - identifies both core and specific competencies

-unifying, useful in a team-based organizations-narrow if applied to a single job less cost effective if outdated- time consuming

4. Multiple-Job Model -provides a common set of generic competencies - can be used with several jobs for a longer period - applied to a wide range of employee groups

-getting popular but most difficult to implement and explain-needs close management supports and HR champions-a quick, low-cost approach-customized for individual jobs

HR Professional Framework The HR Professional Framework will help to identify

the person in relation to the roles.

The purpose of the framework is to help think about

the direction you would like to take as you pursue a career

within the HR profession.

It can be a useful reference in building the Individual

Development Plan (IDP) with the manager, coach or mentor.

The HRM Competency Model features 24 general

competencies, categorized into three HR Professional Roles,

plus the Leader Role.

I-Core Competency Model:

• CUSTOMER FOCUS• PERFORMANCE MANAGEMENT• PLANNING & USE OF RESOURCES• COMMUNICATION• STRATEGIC THINKING

& MANAGING CHANGE• SELF MANAGEMENT• LEADERSHIP• TEAM AND PARTNERSHIP WORKING

II-Functional Competency Model

Roles of the HR Professional

1. Technical Specialist

2. Advisor

3. Strategic Partner

4. Leader

The seven critical general competencies in the ADVISOR ROLE are:

• Creative Thinking• Client Engagement / Change Management• Decision Making• Flexibility• Influencing/Negotiating• Project Management• Reasoning

III-Job/Role Competency Model

SPECIFIC ROLES OF ADVISOR:

• Advisor Apprentice• Advisor Practitioner• Advisor Expert

Advisor Apprentice:

• Has a moderate level of strategic ability and only a limited familiarity with technical HR operations.

• Is likely in the beginning stages of a career as an HR leader.

• The Advisor Apprentice's skills would be enhanced through partnering with and learning from experts in both technical and strategic HR operations.

Advisor Practitioner

• Has a moderate level of both strategic and technical HR ability.• The Advisor Practitioner would serve as an effective advisor for

experienced HR leaders.

Advisor Expert

• Has a high level of technical ability and a moderate familiarity with strategic HR operations.

• Serves as an excellent advisor to experienced and novice HR leaders.

• With a little more strategic training, the Advisory Expert can likely be an effective HR leader.

Training Managers  

Roles: Technical Specialist; Advisor;   Strategic Partner;   Leader

Competencies:  • Performance Management; Employee Relations; Labor

Relations (Technical);

• Reasoning, Decisions-Making, Interpersonal Skills, Self-Management, Legal, Government,& Jurisprudence, Oral Communication (General);

• Human Capital Management, Leveraging Diversity, Developing Others, Conflict Management, Accountability (Leadership)

Managing Talent

• Roles:  Advisor;    Strategic Partner

• Competencies:  Staffing; Human Resource Development (Technical);

• Attention to Detail, Creative Thinking, Integrity/Honesty, Interpersonal Skills, Legal, Government & Jurisprudence, Oral Communication, Planning & Evaluating, Problem Solving, Project Management, Reasoning, Self-Management, Teamwork, Technical Competence (General);

• Client Engagement/Change Management, Decision Making, Influencing/Negotiating, Organizational Awareness, Workforce Planning (Leadership)

Methodology

Methodologies used to design the models involve

1) Analyzing target job or position under changing business

strategies,

2) Identifying effective and ineffective behaviors from below,

average, and "star" performers,

3) Collecting data by using balanced approaches,

4) Analyzing the data and formulating an interim competency

model,

5) Validating the appropriateness of the model.

Validating the Competency Models Organizations should validate the models to avoid risks of

having irrelevant and outdated profile which may lead to legal implications. The Validation is a long-term process to realize the actual effectiveness.

Validation approaches Statistical -systematically examine content representativeness

of the interim model. Criterion validation- focuses on correlation indices between a

given competency and measures of individual performance.

In addition, output benefits such as profits, productivity, and client satisfaction are tracked.

In fact, using balanced validation approaches enhance the credibility and the validity of the models in practice.

Benefits of Valid competency models

They provide directional guidance in behavioral terms what

people at every level need to do in delivering results.

When properly defined, their measurability helps to differentiate

effective performance from those average and substandard. The

assessment information can also be used to benchmark

management effectiveness between organizations.

Competencies regarded as critical to business survival and

success can be learned and improved.

Good competency models provide comprehensive integration into

many human resource practices.

Competency-based Management (CBM)

CBM can be regarded as an approach to managing employee

performance based on both the "what" is achieved and the

"how" results are derived.

The presence of organizational culture that fosters change,

excellence innovation, participative decision-making, and

continuous learning will greatly enable the application of

CBM to success.

Human Resource Areas

Role of Competency Modeling

1. Job analysis & Evaluation

Shift the unit of analysis from a job and associated tasks to a person and what he/she is capable of.

2. Selection and Promotion

Serve as a means to determine appropriate assessment tools after identifying that competencies are job-related.

3. Lay-off Used as qualifications to determine order/reasons to be laid off.

4. Deployments Serve as requirements and justifications to appointments

5. Resourcing Activities Be a tool for assessment with indicators and proficiency level.

6. Human Resource Planning

Address rising marketable skills in demands or in shortage.

7. Training and Development

Used to identify training needs, self-development, evaluating.

8. Performance Management

Establish 360-degree feedback system & performance standard.

9. Compensation Least often used, reward performance/skill-based pay for team.

10. Career, Succession, Placement

Support for career mobility and individual development plan.

Byham &Moyer, 2000; Dubois,1998; Lucia & Lepsinger,l999; Zwell, 2000

CONCLUSION:

It is realized that there is no right answer to

competency issues. What is important for organizations is

adopting definitions, models, and approaches that make sense,

meet their needs, and used them consistently.

THANK YOU