what do we mean by competency

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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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Competencies are seen mainly as inputs. They

consist of clusters of knowledge, attitudes and skills that affect an individual’s ability to perform.

COMPETENCY?


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Hayes (1979) - Competencies are generic knowledge motive, trait, social role or a skill of a person

linked to superior performance on the job.

COMPETENCY?


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Albanese (1989) - Competencies are personal characteristics that

contribute to effective managerial performance.

COMPETENCY?


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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

COMPETENCY?


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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

• individual’s 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

What is Common in the Definitions?


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Set of SKILLS

Relates to the ability

to do,

Physical domain

Attribute

Relates to qualitative

aspects

personal Characteristics or traits

KNOWLEDGE

Relates to information

Cognitive Domain

COMPETENCY

Outstanding Performance of

tasks or activities


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A Competency is described in terms of key behaviors 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.

Behavior Indicators

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Example of a Competency


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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.

Analytical Thinking


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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

Key Behavior Indicators

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What is a Competency Model?


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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 Behavior indicators

Competency Model


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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.

Competency – Broad Categories


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Technical / Functional Specific competencies which are considered essential to

perform any job in the organization within a defined technical or functional area of work. E.g.: Finance, environmental management, etc.

Competency – Broad Categories


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COMPETENCY MODELING BEGINS THE PROCESS OF BUILDING TOOLS TO LINK EMPLOYEE PERFORMANCE TO THE MISSION AND GOALS OF THE ORGANISATION

Competency – Building Tools

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Why Competencies ?


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Job Analysis leads to • long lists of tasks and

the skills / knowledge required to perform each of those tasks

• Data generation from subject 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 Performance

Traditional Job Analysis vs. Competency Approach


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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

Distinguish Superior from merely Satisfactory Performance


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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.

Behavior Indicators Based upon What Outstanding Individuals Do


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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".

Competencies are Behavior Specific


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Competencies help companies ‘raise the Bar’ of performance

expectations help teams and individuals align their behaviors

with key organizational strategy each employee understand how to achieve

expectations

Holistic Application


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Competency Model

Recru

itmen

t

and se

lectio

n

Performance

Managem

entTr

aini

ng &

Dev

elop

men

t

Compensatio

n

Alignment of HR Systems


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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

Competency Based Recruitment


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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

Competency Based Performance Appraisal


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Competency based appraisal process leading to effective identification of training needs

Opportunity to identify/ develop specific training programs - Focused training investment

Focused Training enabling improvement in specific technical and managerial competencies

Competency Based Training


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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

Competency Based Development


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Provide an incentive for employees to grow and enhance their capabilities

Competency Based Pay

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Methodology?


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Background information about the organization

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 behavior Indicators

Review the model

Steps in Model Building


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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.

Generic competency Dictionaries Conceptual frameworks of commonly encountered competencies and

behavior 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

Competency Data Collection Methods

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Competency Model Building


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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 behaviors List top ten competencies

Competency Model Building – A Detailed Approach


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Critical incident technique - interviewing top performersIncidents that lead to effective performanceIncidents that lead to in effective performanceDiscuss specific behaviorsList behaviorsList competencies



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Content AnalysisGroup behaviorsMatch behaviors to competencies using

competency dictionary as a guidelineEvolve new set of competencies if anyMatch behavior indicators identified through

CIT to the top 10 competencies identified by the focus group

Review the model and make corrections



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Questions

what do we mean by competency

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